The other day we had a meeting with a client, who asked how to ensure that candidates succeed in their organisation.

They said: “The first 3 months are mostly fine as everything is new and the employees are in their training period. But between 3 and 9 months it becomes more critical. With our long-term sales projects, it takes time before people can be successful and show their value to the organisation. How can we make sure they keep the right spirit and stay motivated?”

In this case, it is important to create the possibility for the employee to achieve multiple small successes. At the start of the employment it is key to set up clear objectives for the first 6 months, short- and long-term. For short-term, you can think about e.g. finalizing the personal training program, creating a business plan, targeting new customers etc. For long-term, it can be the achievement of the sales target or generating new business within a certain vertical or regional market.

And then comes the more challenging part… During this phase, there should be a monthly and constructive feedback moment. In most cases, the willingness is there, but we notice that managers easily find excuses to focus on other things that need their attention. The review meeting gets postponed, with the risk that the urgency fades away. And in a wink of an eye, it’s 6 months later and they suddenly realize, their new employee doesn’t meet the expectations.

Organizations should create awareness among their managers, about the importance of these feedback moments. Although this performance review means to invest time, in the long run it will save time and helps to improve the business effectiveness and results. You risk to lose way more time AND MONEY because your employee leaves within the first year. Then the biggest question remains; who didn’t meet the expectations? The employee or your organization?

Do you need more detailed advice regarding your on-boarding phase or performance reviews? Contact me via