老板该如何让新员工适应?

For most managers, finding the right person for an open position is the biggest hurdle in hiring. But getting new hires on solid ground is key to making sure they will be effective on the job, says Karen Lawson, president of Landsdale, Pa.-based Lawson Consulting Group Inc. and author of, 'New Employee Orientation Training.'
对大多数管理者来说，为一个岗位找到合适的人选是招聘时的最大挑战；但只有让新员工适应新的工作环境，才能确保他们能把工作做好，宾夕法尼亚州 Landsdale市罗森咨询集团公司(Lawson Consulting Group Inc.)的总裁凯伦.罗森(Karen Lawson)说，她也是《新员工入职培训》(New Employee Orientation Training)一书的作者。

Here are some steps managers can take to make the transition smooth:
管理者可以采取以下一些方法，让新员工的转型更为顺利。

-- Inform your staff. --通知老员工。

Even a simple email will help put staff at ease when an unfamiliar face shows up at the office. If the new hire is part of a structural change, Ms. Lawson recommends managers be as open as possible with existing staff to avoidtension. Host an informal meeting or send a memo detailing how the new employee's responsibilities will fit in with other roles.
当有陌生的脸出现在办公室时，一份简单的电子邮件通知能让老员工感觉更舒服。如果新员工的到来是一种结构上的调整，罗森建议管理者向现有的员工开诚布公地进行沟通，以免产生紧张情绪。举行一个非正式会议，或者发一份备忘录，详细说明新员工在职责定位上如何与其他员工互动。

-- Make space. --给新员工空间。

It's important for new hires to have an office or cubicle space to call their own off the bat. While it sounds simple enough, securing a desk, computer, phone and email address for a new employee can become a logistical nightmare when left to the last minute, says Ms. Lawson. Without it, a new hire's first few days on the job will be unsettling -- and it is something most people don't forget, even if a joke is made of it later on.
让新员工有一个能称之为独立空间的办公室或小隔间非常重要。虽然听上去很简单，但在很短的时间内安排出一张办公桌、一台电脑、一部电话和相应的电子邮件可能非常困难，罗森说道。没有独立办公空间的话，新员工头几天的日子会很不好过。这种窘迫会让大多数新员工终生难忘，即使将来他们只是带着调侃的语气来回顾那段日子。

-- Find face time. --找时间当面沟通。

It's tempting to send an assistant to bring in a new employee from the reception desk or to have your new hire ask a neighbor where to go for pens or coffee, but taking the time to greet new employees in person and show them the ropes makes a critical first impression. 'This is not something that can be delegated,' says Ms. Lawson. 'It really sets the tone.' And be sure to also include those people who may be out of sight, but who are critical to know. The shipping clerk in the basement might be the person everyone needs to know, but rarely sees, says George Bradt, author of 'Onboarding: How to Get Your New Employees Up to Speed in Half the Time.' Mr. Bradt advises managers keep in mind the social network of the office, for example, pointing out the person in charge of the softball team. It is important for a new hire to have someone on his or her level to turn to for help. Assign a 'buddy' to help make a new hire feel more connected to colleagues.
让助手把新员工从前台带进办公室，或让新人自己去问旁边的同事笔在哪儿取，咖啡在哪儿拿，这样做似乎很省事，但花时间亲自迎接新员工并给予一些帮助，会让他们对你的第一印象极其深刻。“这些事情不能授权，”罗森说，“因为它能确定员工关系的基调。”此外，还要确保让新员工认识那些不常露面但很重要的人，比如地下室负责收发工作的办事员，因为每个人都需要认识他，却很少看到他，《如何让你的新雇员迅速适应工作》(How to Get Your New Employees Up to Speed in Half the Time)一书的作者乔治.布莱特(George Bradt)说道。布莱特建议管理者关注办公室里的社交网络，比如告诉新员工哪个是垒球队的队长。对新人来说，在同一级找到一个能帮忙的人非常重要。派一个“搭档”给新员工，能让他感到自己与同事之间的关系更为融洽。

-- The unwritten rules. --点出潜规则。

Every office has rules you won't find in the HR manual. Be sure on the first few days to point out those subtleties to new employees. Think about daily routines while giving a tour of the office -- the coffee pot everyone on staff is responsible for, the lunch room, the places where bosses tend to congregate -- and highlight those so that a new hire can feel familiar with the office culture. 'I've seen people have really bad experiences because no one ever told them what the unwritten practices are,' says Ms. Lawson.
每个办公室都有在人力资源手册中找不到的潜规则，一定要在新员工上班的头几天里，把这些微妙的东西向他们挑明。在带他们熟悉办公室时，想想自己平时都干些什么，并把一些值得注意的地方告诉他们，比如咖啡机每个人都要负责清洗，在哪个房间吃午饭，老板们通常在哪儿碰头聊天等等。这样一来，新员工就能感觉自己正在融入办公室的文化之中。“我见过有些新员工刚进公司就把事情搞得一团糟，因为没人告诉他们办公室里有哪些潜规则。” 罗森说道。

-- Set goals. --设定目标。

Once a new employee is settled into the office, it is important to sit down to discuss and establish a short- and long-term plan. Early on, employees should have a clear understanding of management's expectations and how they will be reviewed. From there, Ms. Lawson suggests holding weekly one-on-one meetings for the first month or so. 'Bringing an employee on board is a process that needs to take place over weeks and months,' she says. 'It's not just a one-time event.'
新员工一旦安顿下来，管理者就有必要和他们一起坐下来，讨论并确定一个他们在公司发展的短期和长期规划。刚开始的时候，新员工就应该对管理者的期望值以及对工作表现的考核方式有一个清晰的认识。在此基础上，罗森建议在新员工入司的头一个月左右，管理者每周与他们一对一地谈一次。“让新员工适应新环境需要一个过程，可能要花几周时间，甚至几个月时间。”她说，“这不能一蹴而就。”