Acclimating Newcomers to the Office
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 enfective on the job，says Karen Lawson, president of Landsdale, Pa.-based Lawson Consulting Group Inc. and author of, New Employee Orientation Training.
Here are some steps managers can take to make the transition smooth:
Inform your staff. 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 possible with existing staff to avoid tension. Host an informal meeting or a structural change, Ms. Lawson recommends managers be as open as send a memo detailing how the new employee's responsibilities wil1 fit in with other roles.
Make space. 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.
Find face time. It's temptiog 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 great new employees in person and show them the ropes makes a critical first impression. "This 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 c1erk in the basement might be the person everyone needs to know, but rarely sees, says George Bradt, author of On boarding: 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.
The unwritten rules. Every once 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 our 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.
Set goals.0nce 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 c1ear understanding of managemen1'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."
让新员工适应工作环境的方法
对大多数管理者来讲，为一个岗位找到合适的人选是招聘时的最大挑战;但仅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的总裁凯伦罗森说，她也是《新员工人职培训》一书的作者。
管理者能够采取以下 一部分方法，让新员工的转型更为顺利。
通知老员工。当有陌生的脸出目前办公室时，一份简单的电子邮件通知能让老员工感觉更舒服。假如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怎样与其他员工互动。
给新员工空间。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关键。尽管昕上去非常简单，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。这类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。
找时间当面沟通。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，这么做似乎很省事，但花时间亲自迎接新员工并给予 一部分帮助，会让他们对你的第一印象极其深刻。"那些事情不能请人代芳，"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这些不常露面但很关键的人，比如地下室负责收发工作的办事员，因为每个人都须要认识他，却很少看到他，《怎样让你的新雇员迅速适应工作》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。对新人来讲，在同一级找到一个能帮忙的人非常关键。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。
#p#分页标题#e#点出潜规则。每个办公室都有在人力资源手册中找不到的潜规则，肯定要在新员工上班的头几天里，把那些微妙的东西向他们挑明。在带他们熟悉办公室时，想想 一部分办公室的常规，并把 一部分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。这么一来，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。
设定目标。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希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，罗森建议在新员工人司的头一个月左右，管理者每周与他们一对一地谈一次。“让新员工适应新环境须要 -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。”
句型讲解：
1. 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.
本句是一个复合句，syas Ms. Lawson前面的成分充当 says的宾语。其中 while引导让步状语从句。 securing...a new employee动名词短语作主语。 when引导时间状语从句。
语法重点：宾语从句，让步状语从句，动名词短语作主语，时间状语从句。
2. 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.
本句是一个复合句。 It是形式主语，真正的主语是后面的两个并列的不定式短语。在下一个不定式短语中， ask a neigbbor. . . coffee是have的宾语补足语。 taking time...ropes动名词短语作主语。
语法重点：形式主语，宾语补足语，动名词短语作主语
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