Improved Leadership. Competitive Advantage.

Recruiting and selecting talent is hard work. Kinda like dating, there are some high hopes, big expectations, and some disappointments along the way. After many interviews, tons of candidates, and multiple trips to HR, you finally extend an offer, and it is accepted. The work is done! Not so fast.

Research and practice both suggest that new employees make a decision to stay or go within the first 60 days. For that reason alone, we need to treat those new employees and this timeframe with appropriate gravity.

Notably, when new employees—especially supervisors and managers—are brought into an organization, assign a mentor, and not just any mentor. Think about your positive role models here. Also, conduct a TASK PREVIEW or PRE-JOB BRIEF. The word ‘mentor’ is probably the most overused, and under-delivered word in the management lexicon. Before a new employee comes in, tell the mentor what your expectations are. Also, demand the mentor report back to you, regularly—even formally—on the progress of the new employee. Second, incoming employees often need some social support and structures. Taking the time to do regular coffees or even grabbing a drink or taking the ‘rookie’ out for dinner demonstrates that you care. Also, it allows you to gather intel on how the new employee is perceiving their new experience. Finally, ask about the family. Often, if the family doesn’t like the new area and its surroundings, the employee will feel torn. Part of embedding an employee into the organization is to ensure that the family is secure and satisfied with the locale.

Of course, we’re good at this. And we can’t give it all away. To learn more about our proven retention techniques and strategies, please shoot Robin Bichy an email at