For the 10th time, Intertech was named one of the Best Places to Work by the Minneapolis/St. Paul Business Journal.
Earlier this year, Intertech was named #1 place to work by The Star Tribune in the 50-150 employee category and the #1 place to work by Minnesota Business magazine in the mid-sized category.
We are all humbled and thankful for our customers and employees. We are not possible without you.
Successfully launching a new employee means checking in on regular intervals to see how things are going. I recommend checking in after the person has been on the job for 30, 60, and 90 days.
- These are informal opportunities to ask how things are going and whether the employee has clear direction on what he should be doing. We also ask whether he needs any tools or training and, most important, whether there is anything else we should be aware of or anything he would like to discuss.
- Check-ins provide a one-on-one opportunity for employees to share thoughts and concerns. They also continue to communicate to employees that they’re important and you want them to succeed.
Tom’s Takeaway: “Regular, informal check-ins with new employees let them know you are committed to their success. They also allow you to fix early problems before they fester into major issues.”
Download Available — D8: www.Intertech.com/Winning-Business
Thoughts Since the Book
- Most check-ins result in a “all things are well” conversation. While it may seem like overkill, the purpose of the check-ins is for those few occasions where all is not well and this dedicated, focused one-on-one provides an opportunity to fix an issue and keep an employee
As anyone who has ever had an awkward first date knows, first impressions matter. Likewise, the amount of effort you put into effectively bringing someone new into your organization plays a significant role in whether or not he becomes a long-term employee.
- At Intertech, we send a floral arrangement to a new employee’s home upon acceptance of our offer, with a note of welcome. The week before he starts, we send an e-mail explaining what to expect the first week
- Beyond the obvious orientation activities—lunch, HR forms, and meeting other employees—set the tone quickly by telling the new person about your company’s history, particularly through anecdotes and personal observations. This can be more challenging at large and long-established corporations, but even in those organizations mentors can tell new employees about their own relevant work experiences to make the culture come alive.
- At Intertech, instead of a PowerPoint deck that talks about our history, I take the new hire around town to see the company’s milestones (such as the 800-square-foot house where our firm was hatched in my early 20s). Before or after our driving history tour, I talk about the company’s strategic plan, where we’re headed, our communications guidelines, and, most important, how the employee fits into our future.
Tom’s Takeaway: “You only get one chance to make a first impression. Take the time and care to communicate with new employees, letting them know you’re confident that they quickly will become valued members of your team.”
Download Available — D7: www.Intertech.com/Winning-Business
Thoughts since the Book
- For some strategic hires, I’ve created an onboarding document that outlines our org chart, a breakdown of their team, key meetings, core responsibilities, logins/access to sites and systems. This document was sent prior to the first day and made for a rapid transition.
Intertech was named the #1 employer (small business category — 50-149 employees) and won the award for ethics by the StarTribune.
I was surprised and humbled.
My thanks to the StarTribune for hosting this award, our long-term loyal customers, and the extraordinary and dedicated employees for making us possible.
Intertech was named the #1 mid-sized employer by Minnesota Business magazine for 2014. This is the second time we’ve received the top slot. I’m humbled and at a, rare (Cousin L… hold your remarks ;-), loss for words.
My thanks to our clients, employees, their spouses, and business partners for making us possible.