the first 90 days: what are you doing to welcome new recruits?
published 6.17.20
Last week, I spoke with Natalie Overton (Warby Parker) and Lia Garvin (Google) on inclusive on-boarding and creating a healthy culture in the first 90 days of an employee’s lifecycle. Here are six take-aways from our conversation:
1. Set a tone where it’s OK to ask questions
As simple as it sounds, new hires are new. Create an environment where new hires are welcome to ask questions and don’t feel they’re a burden. Yes, they do come in with skills and experience but they’ll need to be shown how to access resources, adapt to preferred team communication styles, and generally learn how to get things done. There will definitely be a bit of learning by observing but in many of our virtual workplaces, you can’t turn around to ask a quick question anymore. Natalie calls this establishing psychological safety: the feeling that people won’t be punished in asking for help.
2. Show new hires they’re valuable
When you start somewhere new, it’s not uncommon to feel small or lost, or both. Warby Parker sets the tone for their company culture right off the bat by hosting new hire cohorts that meet with at least one of the co-CEOs to talk about the founding of the company. Not only is this an indelible, positive gesture that each new hire is seen and needed, but it also opens the conversation to dialogue about the company and what it stands for.
3. Talk about DEI during orientation
Talk about DEI from day one. Sharing information about DEI initiatives, ERGs and affinity groups, inclusion commitments and anti-bullying policies, during new hire orientation. Is there a place in your HR systems to put in preferred pronouns? Mention it.
Warby Parker introduces their ERGs right away which helps new hires feel part of a community from the beginning. Most recently in response to our tragic current events, their Black-idenitfying employees created a space to discuss issues of racism, separate of non-Black identifying employees. This recognizes the gravity of the topic and gives affected team members room, supported by the company, to share thoughts, listen, and grieve, outside of supportive allies. It’s a nuanced gesture but one that speaks volumes with the thought and respect given to these tragedies and recognition of how it’s affected their team members.
4. Check-in regularly and model vulnerability
Actively check in with new team members. It’s already intimidating being the new person but imagine if you’re more introverted and also concerned with putting your best foot forward. Lia points out that there’s an automatic bias for extroverts who will be more apt to raise their hands or pipe up. This can affect minorities at an even higher rate. Being the ‘only’ in the room can lead to feeling isolated and speaking up less often. Lia encourages team members and managers to model vulnerability by reaching out to check in. This puts aside time to touch base. She recommends setting a cadence for how often you want to do this - weekly, once a month.
Also, Lia reminds us not to forget internal transfers. Though they aren’t new to the company, they’ll be new to the group and will need to learn how to gel with the team and understand how to get things done. Knowing the company benefits and details of a team doesn’t mean there’s rapport with fellow team members or an automatic understanding of expectations.
5. Allow room to establish a routine that works, especially with COVID-19
The world is learning to cope with the effects of coronavirus. Many who were once in an office are adjusting to work from home - along with their kids, pets, partners, roommates and others. It may sound trite but it’s important now more than ever to allow employees to bring their whole selves to work. Chances are, just off-cam, children are being home-schooled or a partner is prepping a snack in the kitchen. People may also be dealing with difficult situations at home that they don’t feel comfortable sharing. Make it easy for people to rearrange their schedule to a way that best suits their lifestyle - look at their calendars, don’t expect lightning speed responses to those instant messages, and add buffers for deadlines.
I loved what Natalie called out (and more importantly models). Several times a week she holds 9-10am blocks to work out. Yes, in “prime” work time. She’s open about this, making the hold public, planning meetings around it, because it's a stress reliever for her. Though it’s at an inconvenient time, sweating it out puts her in a healthy state of mind and better headspace to be a more productive employee, mother, human.
To establish a routine, encourage people to find what works for them; this will be an iterative process. Lia affectionately refers to these attempts as “free trials”. Give yourself the grace to try something out! Not everything will stick. If it doesn’t, don’t deem it a failure; it was just a free trial. Thank you, next!
6. Continue + improve the employee experience past the first 90 days
While every orientation program will end, ensuring employees feel valued and engaged never does. For many tech companies where growth is a priority and new hires come in frequently, this is especially the case. Constantly look for ways to improve the overall employee experience at the company. Create programs like formal mentoring or better yet, sponsorship programs to help underrepresented employees get stretch assignments and promoted. Look for ways to connect employees with one another. (We discuss this in our 3rd “leading humans [in 2020]” conversation. You can access the recording here).
Above all with these efforts, we at qb. like to say b. human. You’ll make mistakes along the way or find that you’re experimenting with your own “free trials” in testing team programs. Stay humble, listen to your employees, and be willing to iterate and refine your attempts.
Creating a culture of inclusion is not easy but will pay off in spades. Not only will your new employees feel that they’ve added to the group’s culture but hopefully, you’ll appreciate having been a catalyst to their warm welcome on your growing team.
by Jason Ortiz
Senior Consultant
