New Employee Orientation Leader's Guide

Transcription

1 New Employee Orientation Leader's Guide License Info: "I understand that the material I'm about to download is the copyrighted property of Telephone Doctor, Inc. and licensed solely for use by those clients who have long-term licensed the accompanying DISCUSSION CATALYST program. If my organization has previously long-term licensed the accompanying video program, I understand I'm authorized to duplicate, modify, or customize this leader's guide only for training use inside my organization. I understand that under no circumstances am I able to reprint or duplicate any Telephone Doctor video program or other Telephone Doctor printed material." About Telephone Doctor Customer Service Training: Since 1983 Telephone Doctor Customer Service Training has provided products and services to organizations interested in improving the level of service they provide to their customers. Through video training programs, workshops and keynote presentations Telephone Doctor has trained millions of people on six continents. MM Telephone Doctor, Inc. All Rights Reserved Telephone Doctor, Inc. pursues and prosecutes copyright violators to the fullest extent of the law. To report an act of piracy, please call or info@telephonedoctor.com. Telephone Doctor, Inc. assumes no patent liability with respect to the use of the information contained herein. While every precaution has been taken in preparing this material, the publisher is not responsible for errors or omissions, or for any damages or injury resulting from the use of the information contained herein. Telephone Doctor and Discussion Catalyst are registered trademarks of Telephone Doctor, Inc. For information visit Suggestions For Using This Program: Get set for a great training experience! This Discussion Catalyst program will help set the stage for your group to have a meaningful meeting on the topics they're about to see. You'll notice that the Discussion Catalyst format is especially useful when the subject matter is related to your organization's unique policies, as opposed to dealing with universally acceptable skills or techniques. Before you begin, start by letting your group know the ground rules: They'll watch each scene, stop the program, then talk about what they just saw. After your discussion, the presenter, Nancy Friedman, will be back with some thoughts. The goal is to help them understand the policies at your organization. In many cases, it'll be up to you to help build consensus and aim your group to arrive at the proper outcome. Open-Ended Questions/Phrases: Use these immediately after stopping the program. Examples include: "What did you think about that?" 1

2 "Tell me what you just saw." "That was interesting; what was your take on it?" "What were your initial impressions?" "How did that scene make you feel?" Open ended questions will get your group talking. Once you've gone around the room, focus your questions by using the suggested questions for each vignette in this leader's guide. Brainstorming: Although it's important to have an overall agenda and keep your discussion on track, it's critical in any brainstorming session to resist passing judgment at individual suggestions, no matter how "different" they may sound. Phrases that might assist you include: Take Control: "That's interesting; tell me more about what you mean." "I hadn't considered that angle yet." "Okay, thanks for sharing that with us." "That'll be one of the things we need to consider." "I really like your insight." "That's sure a unique perspective. Who else has some ideas?" While group input is key, the objective for your session is to have your team be clear about your organization's unique policies. An effective group leader will manage the comments from the group in such a way as to lead your trainees down the path they need to go. Good luck and have fun! Please direct feedback about this program to info@telephonedoctor.com. Scene #1: To avoid this embarrassing situation, what could Glen have done? 1. Ask for more information about casual dress. 2. Observe how employees were dressed during his interview visit. 3. Consider the differences between "casual" and "business casual." What could Abby have done to help prevent this awkward moment? 1. Specify what was meant by "casual" dress. 2. Give examples of appropriate attire. 3. Not presume that Glen knows what she means. When Abby mentioned "dressing down" what questions might the new employee have asked? 1. "Are there particular rules for casual dress?" 2. "What kinds of things do other people wear to work?" 3. "Are there any clothing styles or items that are not allowed?" What are some of the factors that influence a company's dress code? 1. Safety (e.g., no loose clothing, limited jewelry). 2. Environmental factors (dust, grease, oil, etc.). 2

3 3. Nature of work to be done (e.g., office, shop, plant, mail room, etc.). 4. Work location (indoor, outdoor, or both). 5. Customer preferences or expectations. 6. Local or regional norms. 1. Whether you're "dressing up" or "dressing down", choose work-appropriate clothing. 2. Avoid embarrassment on your new job - learn and follow your company's dress code. Scene #2: By arriving 15 minutes late on his first day, what does Joe say about himself? 1. He doesn't consider the training to be very important. 2. He doesn't mind being a disruption or an inconvenience to others. 3. He doesn't see punctuality as an important characteristic of his job. 4. He doesn't think first impressions are very important. How would you characterize his apology to the instructor and class? Did you believe it? 1. It was flippant and sounded insincere - not believable. 2. It wasn't really an apology, since being late "wasn't his fault". 3. His tone and manner showed he really thought it was "no big deal". 4. His comment, "You won't mind starting over" wiped out any value the apology had. Why was Joe's question about the library inappropriate? 1. It was obviously intended as a joke and interrupted the trainer. 2. Since it wasn't job-related, it was out of place in this discussion. 3. The example magazine he asked about was potentially offensive. 4. When the "joke" fell flat, instead of apologizing, he simply made another wisecrack. What mistakes were evident in Joe's comment about customer service training? 1. He thinks that internal support positions don't have customers. 2. He believes that only certain employees will benefit from customer service training. 3. He seems to think he knows more about job requirements than the company does. 4. He sees himself as the best judge of what training he needs. What problems has Joe created for himself on his new job by starting off on the "wrong foot"? 1. He's made a bad impression on the trainer, which may make training uncomfortable. 2. He's established himself as a negative influence, which can follow him on the job. 3. Legitimate questions he may have later will likely not be taken seriously. 4. He has probably offended at least some of his new co-workers. How long do you think it will take him to overcome the first impression he made? 3

4 1. a month? 2. six months? 3. a year? 4. never? 1. Training, especially for a new job, is no joke. Take it seriously. 2. Remember - first impressions last. Scene #3: What problems did you observe in Eric's comments? 1. They all related to a previous job, which is irrelevant. 2. They were all addressed to other trainees in an under tone, which is rude. 3. They were contradictory to what the trainer was saying, which is disruptive. 4. He declined to repeat them aloud, which shows he knew they were inappropriate. Why are these problems especially serious for a new employee? 1. Backward-looking comments indicate a lack of commitment to the new job. 2. References to "my old job" can easily antagonize the new employer. 3. In many cases, new employees are "probationary", so first impressions are critical. What effects might these comments have had on Don, the instructor? 1. They might easily influence Don's evaluation of Eric's progress. 2. He may devote too much attention to Eric at the expense of the others. 3. He could inadvertently let Eric set the agenda and tone of the training. 4. His attitude could become personally and professionally defensive. How do you think these remarks would impact the other trainees? 1. The other trainees may lose some enthusiasm and optimism for the new job. 2. Eric's challenging attitude may be picked up by other trainees. 3. Eric's classmates may become frustrated with his disruptions. 4. Remarks like these are distracting and detract from the value of the training. In one comment, Mark made an incorrect presumption. What additional problems did it raise? 1. It focused trainee attention on an issue not under discussion. 2. The presumption, and the way it was stated, added to the bad first impression. 1. Work at building loyalty on your new job. Avoid unfavorable comparisons with past jobs. 2. If the "old job" was really that great, wouldn't you still be there? Scene #4: Why do Cynthia's comments about Jim present a problem for a new employee like Dean? 4

5 1. Dean's attention should be on learning the new job, not playing politics. 2. Dean hasn't been around long enough to make an informed decision. 3. A new job is stressful enough without pressure to "take sides". What reasons might Cynthia have for counseling Dean this way? 1. Personality conflicts with Jim. 2. She may be envious of Jim's "top salesman" results. 3. Cynthia may be jealous of Jim's rapport with the boss. 4. She may want Dean to feel beholden to her. 5. She's attempting to build political support. What evidence was there that Dean and Cynthia might see Jim differently? 1. He stated that he had a positive first impression of Jim. 2. He seemed doubtful about her opinion. 3. He asked questions about some of her comments. 4. She indicated Dean would change his mind eventually. As a new employee, what are some of the things Dean should do in this situation? 1. Keep an open mind about both Cynthia and Jim. 2. Work at building positive relationships with all co-workers. 3. Base his opinions on his own observations and experiences. List some things Dean should particularly avoid doing as a result of this conversation with Cynthia. 1. Telling Jim the whole story to see what he thinks. 2. Checking with everyone else in the group to get their views of Jim and Cynthia. 3. Spending a lot of time discussing the personalities of his co-workers. 4. Letting other people tell him what his opinion should be. 1. Performance - not politics - builds success on your new job. 2. You don't let others tell you how to vote, so why should you let them tell you whom to like? Scene #5: What significant differences did you observe in Dean's behavior in the customer contact as compared with the interview? 1. Flat, monotone voice. 2. Short, mumbled answers. 3. Considerably less animation in body language. 4. No sign of energy or enthusiasm. 5. He didn't handle the customer's problem. Why do you think Abby seems disappointed with the way Dean handles the customer call? 5

6 1. She knows he can be much more lively and energetic, as he was in the interview. 2. The personality and style he displayed earlier was an important factor in his hiring. 3. The fact that he isn't performing up to his potential is very obvious. What are some of the factors that may have helped cause this change? 1. Dissatisfaction with some aspect of the job (pay, work conditions, hours, etc.). 2. Peer pressure. 3. Inadequate training or feedback to insure continued quality performance. 4. Personal, off-the-job problems (poor health, family trouble, etc.). 5. His interview style was not his usual personal style. He adopted the personality needed to get the job. Why is a "strong interview/weak performance" pattern more troublesome for a new employee? 1. Your long-term prospects in a new job often depend on your performance in the first few months. 2. Work patterns and job habits are formed and set in the first weeks of employment. 3. Energy and enthusiasm are typically higher at first as employees try to get off to a "good start". What can you do to avoid a pattern like this as you begin your new job? 1. Make a conscious effort each day to do your best, as though you were still trying to get the job. 2. Recall the personality you showed at your interview, and try to match it in your daily work. 3. Make it a goal each day to improve on yesterday's performance. 1. Show the same energy, interest, and enthusiasm on the job as you did in your interview. 2. Be the person the company hired. Scene #6: Why do you think Jim used so many acronyms and other jargon in talking with Karen? 1. He was "showing off" for the new person to impress her with his knowledge. 2. He was reinforcing his position as an "expert". 3. He is so used to these terms that he used them without realizing she didn't know what he meant. What is "jargon", and why is it so common? 1. Jargon is a collection of abbreviations, acronyms, and other language "shortcuts" people develop in familiar situations. 2. People develop jargon, or "company slang", as a way of communicating more quickly and efficiently. 3. Jargon also serves as an external mark of togetherness or belonging for those who "know the code". How did Karen respond to Jim's use of terms she didn't understand? 1. At first, she responded based on an incorrect interpretation of the jargon. 2. Next, she gave the impression that she understood when she really didn't. 6

7 3. Finally, she didn't respond at all - she just looked dazed. What could Karen have done to help her in this situation? 1. Ask questions about the terms she didn't understand. 2. Tactfully remind Jim that she's new and hasn't learned these expressions yet. 3. Not pretend to understand when she doesn't. Does your new company have "jargon"? What new expressions have you already learned? 1. Encourage the trainees to give examples. Be sure that the correct meaning for each one is given before moving on. 1. Jargon is a part of many organization. Learn the unique language of your new job and use it effectively. 2. Don't pretend to understand when you really don't. Scene #7: How did Abby react to the personal calls Joe got during their discussion? 1. As a person, she was increasingly frustrated at the interruptions to their discussion. 2. As a supervisor, she was obviously irritated by the personal nature of the calls. 3. She was concerned about Joe's productivity. Why do you think she reacted that way? 1. Nobody likes to have a conversation "put on hold" for a telephone call. 2. This incident gives her the impression that Joe must spend a lot of time on personal calls during the day. 3. Joe was taking up her time, as well as his own, with these non-business calls. Based on his verbal and non-verbal behavior, how do you think Joe felt about the calls? 1. He knew they were not making a good impression on his supervisor. 2. His turning away and lowering his voice indicated he knew he really should not be using company time for personal calls. 3. He became more embarrassed with each interruption. What could Joe have done differently in this situation? 1. Let the calls go to voice mail or another extension while he talked with his supervisor. 2. Give a sincere apology to Abby for the interruptions. 3. Acknowledge and apologize for the excessive number of personal calls. 4. Remind his friends not to call so often during his work shift. How can you avoid this kind of a problem in your new job? 1. Learn and follow your company's policy on taking and making personal calls. 2. Advise family and friends that personal calls to you at work should be the exception rather than the rule. 3. Ask yourself how happy you'd be if you had to make or take business calls at home. Shouldn't it be the same with personal calls at work? 7

8 1. Learn and follow your company's policy on taking and making personal calls. 2. Remember: Personal calls at work should be the exception rather than the rule. Scene #8: Why do you think Jim and Abby reacted to Dean's comments the way they did? 1. He was interjecting himself into their private conversation. 2. He was expressing a strong (and negative) opinion about an aspect of Abby's personal life. 3. He continued "spouting off" even though it was obvious his initial comments were not well received. How might their reaction have been different if Dean were not a new employee? 1. Working relationships are built over time, and gradually allow for more openness. 2. If they were more familiar with Dean's personal style, they would have known the extent to which his comments might be "kidding" or "teasing". What basic blunders did Dean make in this situation? 1. He rudely joined a conversation to which he hadn't been invited. 2. His initial comment made it obvious he'd been eavesdropping. 3. He made negative comments about the personal business of a co-worker he didn't know very well. 4. He continued long after it was obvious his comments weren't appreciated. How can you avoid making these same mistakes with people on your new job? 1. Keep in mind that working relationships and friendships with co-workers should develop gradually and naturally. 2. Be aware of how you impact others - let them get used to you slowly. 3. Remember that trying too hard can be as bad as not trying at all. 1. Remember: Acceptance and familiarity are things that are given, not taken. 2. Good working relationships and workplace friendships grow slowly. Don't force them. 8