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People don't join organizations ... they join cultures. Make yours a culture of RESULTS!
 
'Effort Culture' New Employee Orientation

Effort Culture new employee orientationMost organizations provide some sort of orientation or on-boarding program for their new employees. Frequently, it is a seasoned employee who shows the new employee 'the ropes'. Or, it may be left up to the Human Resources or Training department to familiarize every new employee with the company and its mission, its products, and—everyone's favorite—the company policies.

 

While these elements are important, the best person to create a culture of performance is YOU—the manager or supervisor.

 

Let's face it . . . when employees are hired by an organization, they don't really join that organization—they actually join that organization's 'culture'. As a result, companies in highly competitive industries and organizations interested in high productivity invest the time up-front to ensure that new employees are indoctrinated with the appropriate 'performance culture' tenets.

 

Creating an effort culture

 

Growing new employees quickly into Soaring Eagles requires sharing strategies, expectations and desired outcomes. Here are the steps we have tested—and perfected—in diverse industries, work environments and geographic regions. To provide continuity, each concept, tool and technique has been drawn from the People Management Essentials management development program you experienced. The first page of the 'Resources' section will direct you to the specific area in your training manual where each component can be found.

 

Step Concept/Tool/Technique Main Objective
1

Results Formula

Ability/Effort timeline

  • Create 'positive tension' around continuous growth and improvement.
  • Profile the positive outcomes of being "incrementally better tomorrow than I am today."
  • Introduce the Results Formula as a method to achieve greater results and as a way to diagnose the real issue when results are not where they should be.
  • Describe the differences between Ability ('Can-Do') and Effort ('Will-Do').
  • Convey that while ability takes time (learning curve), effort is simply a decision (remember the 'snap'?).
2

Effort Ticket

  • The Effort Ticket creates accountability for effort and sets the stage for the 'effort-first' coaching model. (Remember, effort must come before any learning occurs!)
3 Incremental Improvement
  • Set the stage for the concept of measuring an employee against his/her own previous performance.
  • Introduce the 'inch-by-inch' philosophy to encourage continuous improvement.
4

Step It! coaching worksheet

LEARNlinks® worksheet

  • Introduce the concept of coaching being about 'course correction'.
  • Introduce the Step It! and LEARNlinks tools as a way to expand on every learning/growing opportunity.

 

 
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