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Sync & Swim

Writer's picture: Jade LeeJade Lee

Throwing a new starter in the deep end believing that if they are any good, they will swim is a false economy. Where do you want them to swim to, is it enough that they are just floating, do you expect them to swim 50m or 1500m? Should it be butterfly or backstroke? Can they tell you when they are tired, or should they keep swimming to the point of exhaustion? You may feel that I have taken this to the point of ridiculous but far too often I have seen the employees and managers wear the sink or swim badge of honour. I am the kind of employee who loves being thrown in the deep end or that’s the way we train around here “sink or swim” they either make it or they don’t. Not only is it not fair, kind or supportive it does not produce the best results. The sink or swim approach results in an unsatisfactory experience for the employee, organisation and manager.

When we replace the Sink or Swim approach with Sync & Swim we have a much more satisfactory outcome. To ensure that a new employee swims it is essential that they receive adequate support. This support comes in the form of synchronising the expectations of all involved, description of the role, connection with the team. When the onboarding process is synchronised and communicated, we are giving it the best chance of success. The Sync & Swim methodology has three distinct areas of focus during the first 3 months as shown below. Put simply the process is designed to decide if the new starter has the knowledge to do their job, can apply that knowledge to effectively perform their role and can work with others to achieve an outcome.

Synchronising everyone involved in the first three months of an employee’s tenure ensures that we are setting up for success. Both the manager and the new employee will have the clarity to decide if a good fit has been established at the conclusion of the three months or quite likely well before.

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