Searching for a seamless transition as you ease your way into a new office
Does the thought of being the new person at work have you dreaming up worst-case scenarios or imagining you’ll forget your ID badge, briefcase or, even worse, your pants?
Being new isn’t always easy. Getting hired can give you the confidence that you’re the best person for the job, but that doesn’t come without its share of doubts and anxieties over fitting in and finding success in an unfamiliar office. It’s a job for both employers and employees, but when armed with the right attitude, even the first day can seem like just another day at the office.
“Introduce yourself to existing employees and managers as you see them or make a concerted effort to purposely go to each person to introduce yourself,” suggests A. Elizabeth Burnett, founder and president of Elizabeth Etiquette. Learning your co-workers names, and those of their spouses or children, will demonstrate your care and dedication to the company.
“People would much rather talk about themselves than hear your story,” she says. “As a new person, be brief and ask them what their role is in the company. Based on their reply, begin a dialogue or divert to another time.”
The company culture is bound to differ from your last place of employment. Observe your new colleagues – what time they arrive at the office, how they typically communicate with co-workers or clients, when they take breaks. Don’t be afraid to ask others how things work around the office, even if it’s just understanding how others interact on a personal level.
As a manager, even if your role involves changing the culture to improve workplace productivity, you must understand how a company works before you begin to change it.
While you’re absorbing the culture, ask about your position or others roles, too. A handful of good questions demonstrates your willingness to seek out what you don’t know – a good quality in a new employee – and your interest and enthusiasm for the position you’ve accepted, giving your employer confidence they’ve selected the right person for the job.
“For a new employee, there is only one time to arrive, and that’s on time. Never be late for work,” cautions Burnett, advising that if anything, one should be early.
Not sure if you’re fitting in or faring well in your new office? Ask. It’s important to understand the expectations being set for you in your first few weeks on the job. Ask about the goals early on and do your best to achieve them.
Any new employee will fare best if they do more listening than talking in the early stages of integration, says Burnett.
Being new brings about certain anxieties, but welcoming another office mate into your environment also comes with challenges. A smooth transition in the early days can prevent disruptions to productivity.
“Other employees can approach a new employee to welcome them to the team and perhaps explain the logistics of the environment, offer to show them the cafeteria, or answer any questions that they have,” says Burnett. By acknowledging their addition to your team, you can create a welcoming environment in which a new employee will be more eager to work well with you.
If the position filled is at the loss of another employee, filling that void could result in undesired attention. New employees are bound to be compared to their predecessors, creating unnecessary pressure for both sides. Trying to be like someone else is sure to negatively effect how well one is able to do their job, and yet expecting someone to live up to or improve on past performance can be draining and distracting. While acceptance doesn’t have to be handed out right away, altering expectations, acknowledging differences, and allowing performance to dictate a reaction will allow both parties to keep their focus on the task at hand.
Similarly, as an employer, your job of hiring a new employee doesn’t end once they accept the position; their integration into your organization is vital to their success. “A manager should take the time to introduce a new employee to everyone in the department, identifying his or her role and their appropriate background,” Burnett says.
“A good manager will know his or her employees outside interests so when a new employee has a compatible interest, he or she can identify it,” says Burnett. “This helps to build a commonality in their conversation.”
Adding employees to a team can be tough on everyone. An open mind to the situation while keeping the organization’s well-being as the priority will allow for a smooth transition as a new personality, set of skills, and work ethic are integrated into an existing environment. In no time, being new will seem like old news.
