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06.08

Getting a Head Start: Planning Your First Year in a New Job

By Sherri Edwards

People tend to get very complacent once they land a new job. After months (sometimes years) of searching, many people think their work is over once they step through their new employer's door. Or, some think that once they have nailed the offer, it’s time to let down their guard and relax. After all, the pressure is off, isn’t it? And strong performance will ensure positive recognition, and surely, promotion opportunities, right? The short answer is: no. Unfortunately, sitting back at this juncture might lead to outcomes that are far less favorable than a person hoped for in a new employment situation. Although the road to where you are today might have felt like the biggest challenge you will face, it isn’t over yet.

Let’s start with why you were offered your new opportunity. Companies typically base their hiring decisions on three things:

• Can the candidate do the job? (Do you have the appropriate skills?)

• Will the candidate do the job? (Your attitude about the role and the work)

• Does the candidate fit? (Your personality and style).

All three of these elements are assumptions made by the employer at the point of hire. Naturally, the employer’s interest is in selecting an employee that is able to do the work that is needed (the employer’s way); will stay around long enough to realize the return on investment in recruitment efforts, training and ramp up time; and that the new employee doesn’t disrupt the rest of the group or organization. What a candidate does after being selected may completely reverse or improve the company’s perception of them, and can either quickly diminish or increase the candidate’s perceived value. If a new employee is able to view his employment from the company’s perspective, planning for professional and personal goals will be more realistic, effective and on target.

Salespeople are typically asked to provide a plan of action for their first six months or first year on the job during the interview process. Such an outline illustrates an individual’s ability to plan ahead to achieve results, and certainly can be just as easily considered a reasonable course of action for other occupations. Securing the job is only the beginning. Keeping it and growing within it, or positioning oneself to grow to places beyond the initial role requires thoughtful planning and establishing timelines.

Now that you are where you want to be (or, at least, think you are where you want to be), whether it is in a “foot in the door “ role, or your “A” job, you want to be sure to start your new job on the right foot. Showing up on time, being enthusiastic, and showing willingness to learn are basic, good beginnings, but there is much more involved. Key elements to an auspicious beginning involve a thorough understanding of your role in the organization and your value to the company. A successful start involves developing allies and planning ahead, using specific timelines to ensure you make the most out of this opportunity. Keep in mind, in the company’s eyes, this “new beginning” is about what you can do for the company, not what they can do for you. You will be scrutinized closely, and someone will record even the smallest behavioral aberration. What happens next is based on the company’s needs, not necessarily yours.

Companies may also provide “on boarding” sessions, which are designed, in essence, to help you succeed. Elements included in an “on boarding session” may include policy, procedures and special events — all from the employer’s perspective. This information is unlikely to include the “inside scoop” on issues that are not general knowledge from the human resource department’s perspective. It will not likely include information about your supervisor’s idiosyncrasies, inside politics or how decisions are made. The information presented is general information, and may not include elements that are important to your individual growth plans or personal goals. Keep in mind, the company doesn’t need to know all aspects of your plans for your future. They only need to know/see what is relevant to them. Whatever your agenda might be for your time with them, or for after your employment with them, you need to manage it.

It is important to take responsibility for your growth and development from the beginning. Keeping your own scorecard alleviates misunderstandings or differences of perception when it is time for your first performance evaluation or compensation review. Take charge — don’t assume that your new employer has your best interests in mind, or frankly, that your career and personal goals are on their minds at all. Another very key element to planning your first year includes contingency planning. How will you position yourself to be perceived as having value in a changing environment? What will you do if this situation is not all that you thought it would be? What will you do if there is a sudden downturn in the economy that impacts your company?

Assuming your professional growth and recognition for your accomplishments are your supervisor’s or the company’s responsibility is an old school notion that went by the wayside decades ago. It is important that you have a sound plan and timelines for growing professionally, and for maintaining or increasing your value. It is important to know what your value is not only to the company, but also in the industry as a whole, just in case the company faces layoffs, or becomes involved in a merger or acquisition. Careful planning in the beginning is far more likely to set you up for success in the long run.

Sherri Edwards' background includes 20 years of management, consulting and training for service driven companies and organizations. She has offered coaching for individuals pursuing a career change, by design or through downsizing, merger, or returning from an extended absence from the workplace for over ten years. Her clients learn how to identify their workplace demand and value, and how to market themselves effectively to obtain the type of work that fuels their passions and allows them to live their dreams. You can reach Sherri through her web site: ResourceMaximizer [www.resourcemaximizer.com], or e-mail her at sherri@resourcemaximizer.com.

Opinions expressed are the author's.