How to Ruin a Good Employee By Hiring Another One

May 31, 2007

Whenever you hire a new person, you realize that you are taking a bit of a gamble. That's why you devote so much time to recruiting, interviewing and carefully selecting the best candidate for the job. Following the hiring decision, you provide adequate training and a thorough orientation to the organization. And as a result of all that time and attention, you hope good things will happen. Still, with a new person, you can never be sure.

At least you don't have to be concerned about your existing workers. After all, they are already trained and performing well in the job, right? So, there's no reason for concern there.

Well, maybe. Maybe not.

What we often overlook is the fact that any time a new person is introduced into the work group, it changes the group dynamics. This is especially true if you happen to work in a small office or if the existing employees have worked together for a long period of time. People establish patterns in the way they interact with one another. Bringing in a new person can change things, sometimes with unexpected results.

Complicating the situation further, existing employees sometimes feel threatened by someone new. Believe it or not, they often worry you will like the new person more than you like them.

I experienced this first-hand several years ago. One of the first persons I hired after starting my company was an excellent performer. He was easy going, cooperative and helpful. The last thing I expected was to see his performance decline. But as the company grew, that is exactly what happened. As new people were brought on, he became increasingly defensive and combative, especially with those he viewed as competition. Unable to cope with the changing group dynamics, he eventually left the company.

Afterwards, I gave considerable thought to what I could have done differently. Perhaps some of the problems I experienced could have been prevented.

Following are some tips for easing the transition of new people into your organization or work group. They are based on my own experience, as well as strategies that are used successfully in other organizations.

1. Begin by involving your existing employees in the process long before a new person is hired. Explain why a new position is needed, describe how the job duties will be similar or different, and explain how the existing employees' jobs will be affected.
   
   
2. If possible, arrange for existing employees to participate in the interviewing process. I once interviewed for a job with an organization that arranged for existing employees to meet me over lunch and even scheduled individual meetings with a few of them. As an applicant, I was impressed that they took the hiring decision so seriously. While this practice is routine in some organizations, especially in higher level positions, it's often overlooked at the lower levels in the organization where people have the same need to establish comfortable working relationships.
   
   
3. Talk individually with each of the employees who will be working directly with the new person. Provide a resume or brief background about the new person before bringing the new person in for introductions. This helps the existing employee mentally prepare for the new arrival. This is also a good opportunity to acknowledge the existing employees' depth of experience and to ask for their help in making the transition a smooth one.
   
   
4. If applicable, explain how the existing employee's role will change after the new person is brought on board. If you are counting on existing employees to help orient or train the new employee, then it is especially important they understand this and are rewarded accordingly. Sometimes you can grant them special privileges or elevate them to a "mentor" role.
   
   
5. Carefully plan the introduction of the new person upon his/her arrival. Take time to personally introduce the new person to the existing employees. This signals to them you think it is important for them to get off to a good start and that they work together well. Of course, it also makes the new person feel special to have you introduce them yourself.
   
   
6. Check in frequently with existing employees during the first few weeks. Ask how things are going with the new person and whether the existing employee has any issues or concerns. Doing so may help alert you to any potential conflicts that might be brewing and give you an opportunity to resolve them early on before they become serious.

Taking these actions may prevent problems later on by helping to ensure a smooth transition, not only for the newly hired person, but for your existing employees as well.

Best regards,

Stephen Foster, Ph.D., SPHR
Expert Supervisor, LLC
1607 Village Square Blvd., Suite #8
Tallahassee, FL 32309
(850) 893-5699

E-mail me at: Steve.Foster@ExpertSupervisor.com.