Further Development and Role Confidence
Continued close and effective support from the leader, mentor, or others involved in the onboarding process throughout the first year of employment is crucial. Planned and prepared meetings between the immediate leader and the new employee should be held. The content of these meetings should be based on the new employee's situation, aiming to ensure well-being and provide the opportunity for the new employee to immerse themselves in the full range of tasks. After 6 months, it can be expected that the employee has settled well into the work, is working independently, and has developed their own collaborative relationships and connections. However, it is important to continue with good and systematic follow-up from all relevant stakeholders.
Key Activities in this Period:
- Ensure regular follow-up of the new employee.
- Follow-up on language requirements.
- Conduct formal onboarding meetings. Relevant topics include:
- How is the overall integration of the new employee progressing?
- What is working well, and which areas need further elaboration? What competence is yet to be developed?
- How has the new employee's understanding of the organization's workings, both formally and informally, evolved?
- Where is there a need for more input or training?
- How do both the leader and the new employee perceive the application of the new employee's competence in the organization?
- What suggestions does the new employee have for development and improvement?
- Is the new employee receiving sufficient support from colleagues in their daily tasks? What can the leader contribute in this regard?
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Opportunity to assess salary placement (HTA 2.5.5. no. 3)