{"id":32924,"date":"2020-02-14T09:15:16","date_gmt":"2020-02-14T14:15:16","guid":{"rendered":"https:\/\/www.glensfalls.com\/glensfallsbusinessjournal\/?p=32924"},"modified":"2020-02-14T13:43:29","modified_gmt":"2020-02-14T18:43:29","slug":"business-report-why-new-hires-fail","status":"publish","type":"post","link":"https:\/\/www.glensfalls.com\/glensfallsbusinessjournal\/2020\/02\/business-report-why-new-hires-fail\/","title":{"rendered":"Business Report: Why New Hires Fail"},"content":{"rendered":"
\"\"
Michael Cruz, president of Lighthouse Advisors LLC in Queensbury.<\/figcaption><\/figure>\n

By Michael Cruz
\nAccording to a study by Leadership IQ, 46 percent of newly-hired employees will fail within 18 months, while only 19 percent will achieve unequivocal success.
\nAccording to their study, the reasons for failure are more focused on these topics:
\n\u2022 Coachability (26 percent): The ability to accept and implement feedback from bosses, colleagues, customers, and others.
\n\u2022 Emotional Intelligence (23 percent): The ability to understand and manage one\u2019s own emotions and accurately assess others\u2019 emotions.
\n\u2022 Motivation (17 percent): Sufficient drive to achieve one\u2019s full potential and excel in the job.
\n\u2022 Temperament (15 percent): Attitude and personality suited to the particular job and work environment.
\n\u2022 Technical Competence (11 percent): Functional or technical skills required to do the job.
\nThat is Leadership IQ\u2019s words. I was drawn to this study because I have been working with clients on onboarding. The labor pool is thin right now. So, getting people productive is even more important.
\nThe biggest challenge in the effort is a misconception about what onboarding is. When you say we have a new employee starting next week, what does that trigger in your team? Most of you will make sure that they have a desk or workplace.
\nThen, they are assigned the appropriate tools (computers or vehicle and tools).
\nOf course, they will fill out the forms. Many people think that the first day or first week is the complete onboarding process. Wrong.
\nThat is the beginning. Think about why you hired that person in the first place. What do you expect them to do for you at 100 percent? Let\u2019s start there.
\nWith 100 percent in mind, what do you expect at the end of week one? Week two? Their first month? When do you expect 100 percent? What is the coaching\/ feedback plan to make sure they are making progress? This requires us to change the definition of onboarding. The definition should be: \u201cThe process of fully ramping our new hires.\u201d
\nClearly, helping new hires know what is expected is critical. Identifying people who never will get there is critical. And it saves you a lot of money when you address it early. How often have you had a bad feeling about a new hire and left them in place?
\nIt is very rare that they eventually meet your standards. But you want to be fair. Be honest, and you do not want to re-start the hiring search. So, you \u201chope\u201d they will get better.
\nIf you layout expectations clearly, your managers need to coach both positive and not so positive performance.
\nEmotional Intelligence and temperament are numbers two and four, respectively. This focuses on their ability to adapt and fit into your culture.
\nAgain, we need to be talking about it as mangers and sharing feedback with the employee. It is also critical that we get feedback from co-workers.
\nThe full advice here: Focus your onboarding with a clearer plan. That includes developing measures, feedback loops, and regular coaching.
\nYour productivity will go up. And your interviewing will be more focused when managers know why people fail and work to screen out inappropriate hires.<\/p>\n","protected":false},"excerpt":{"rendered":"

By Michael Cruz According to a study by Leadership IQ, 46 percent of newly-hired employees will fail within 18 months, while only 19 percent will achieve unequivocal success. According to their study, the reasons for failure are more focused on these topics: \u2022 Coachability (26 percent): The ability to accept and implement feedback from bosses, […]<\/p>\n","protected":false},"author":196,"featured_media":32925,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[7],"tags":[],"yoast_head":"\r\nBusiness Report: Why New Hires Fail - Glens Falls Business Journal<\/title>\r\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\r\n<link rel=\"canonical\" href=\"https:\/\/www.glensfalls.com\/glensfallsbusinessjournal\/2020\/02\/business-report-why-new-hires-fail\/\" \/>\r\n<meta property=\"og:locale\" content=\"en_US\" \/>\r\n<meta property=\"og:type\" content=\"article\" \/>\r\n<meta property=\"og:title\" content=\"Business Report: Why New Hires Fail - Glens Falls Business Journal\" \/>\r\n<meta property=\"og:description\" content=\"By Michael Cruz According to a study by Leadership IQ, 46 percent of newly-hired employees will fail within 18 months, while only 19 percent will achieve unequivocal success. 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