You have squeezed out enough money for another staff member by cost conscious management and plowed through many applications, resumes and interviews to find just the right person to hire for a vital position.  But this is only the beginning.  The new person you've hired, all to aware how difficult it has been to find a job, is tense, nervous and cautious.  You're loaded with backed up work and want results immediately.  Your staff, overburdened and perhaps anxious about their own jobs, may either expect too much of the new person or attempt to make success difficult.

So, to help the newcomer produce the results you want as smoothly and quickly as possible, you will have to help point the way.  Here are some key actions to take:

*Bring the person "aboard" personally.  This will indicate your support for the newcomer to your staff.  Whether by memo or staff meeting, make three points.  The first should be a brief explanation of the background and the qualifications the newcomer brings to the job.  The second should be an explanation of exactly why he or she was brought in.  (This will help allay any fears or rumors of replacement.)  The third point should be your expectation of help to be given to the newcomer and how highly your employee's assistance will be valued by you.

*Conduct an introductory tour.  This is a job too important to delegate.  By doing it yourself, you show everyone the importance you place on immediate rapport and a good working relationship.  To help establish that relationship as fast as possible, go beyond names and titles as you make introductions and talk about responsibilities each party will have in common and tasks on which they will be working together.  That way, they will immediately have something to say to each other beyond "nice to meet you."

*Supply more than the standard essentials.  Make sure they have such items as an internal phone list, an organizational chart and samples of the stores products, catalogs or flyers of your products and services as well as any introductory literature or files that are relevant to the job and to the mission of the company.  Also, supply--and explain--work schedules, report forms, work analyses, etc.

*Include the new person in meetings, both formal and informal.  The newcomer can thereby get to see people in action,  and thus get to know them.  There's also the opportunity--which you should encourage--for the new person to participate.  This gives everyone a common base of experience.

*Look into training possibilities.  If your retail organization has a training program, find out what might be of use to your new employee.  Otherwise, structure your own program  for the particular demands of their job.  Or you might for example, give initial work assignments with an eye to providing the broadest base of experience.  Or you might recommend specific reading--books or periodicals that are the most immediately relevant.  You might also suggest a guide--a staff member who can take on a "mentor-like" relationship with the new person.

*Make sure you maintain regular contact.  The newcomer will need to feel that your door is always open.  You might want to have a regularly scheduled time together--a few minutes of the day or a half hour or so each week.  You can also supplement this with a standing invitation to visit. If, like so many managers, you've been working short staffed, then you know how important it is to make sure your new person succeeds.  The trouble you take now will have its payoff later!
-Mark Zobrosky has held several Senior Retail positions.  He served as Vice President of Operations at Family Christian Stores, Vice President of Operations and Real Estate at National Book Warehouse, Senior Vice President and General Manager of Gibson Greetings Retail Division as well as Vice President of Electronic Commerce for OnePlace, Ltd. You can reach Mark for Retail consulting via e-mail at markzobrosky@aol.com  or via telephone 336-327-7594.