The whole point behind a corporation is to create a place where individuals can achieve collectively what they cannot accomplish by working alone. And, in a good and positive environment, where everyone is treated as a corporate citizen, managers and employees can do great things together.

But this is not what usually happens—especially during the first few weeks on a new job when everyone thinks they should be doing better than they are. Those early days are tough also because managers who don’t explain things well compound the stress of wanting to excel. 

Co-workers tell new hires things in self-preferential language as if the recent arrivals already understand the language, which they don’t. These “mind” games seem silly and do waste a lot of time, but for some strange reason they are still part of the informal welcome aboard process in many corporations. 

Management awareness

Management may or may not know that such practices exist. But, even when they are aware, management seldom discourages such activities until someone complains.  

Here are a few examples of tricks co-workers like to play on new employees:

• Sending them after non-existing parts or special equipment.
• Giving them a phony task to complete by an impossible deadline.
• Telling them a rumor about their new boss that isn’t true. 
• Misinforming them about dress codes, working hours and break times.
• Asking them to deliver fake messages to other departments.

The welcoming process

It doesn’t take much to overcome the negative impacts of these mindless games. But it may require some changes in the way you handle new hires. Here’s an example of what should happen to a new employee in order to make her feel welcome. 

Let’s follow Amy as she jumps into a new job.  Like most people, Amy felt somewhat alienated during the first few days in her new surroundings. But, the situation for Amy progressively improved. As time passed and the “newness” wore off, she grew accustomed to how people got things done. 

The orientation program she attended coupled with the employee documentation packet she was given helped to fill in most of the blanks. When her supervisor took her around to meet the other members of her team, she felt the sincerity of their welcome and came away convinced that she had made a good choice in going to work there.

Shortly after her formal introduction, a group of veteran co-workers invited her to the local watering hole where she got the low down on the organization’s heroes and heroines plus some historical tidbits about the company and its founder. 

All this left her with a keen sense of purpose and a clear perspective of how she could make a positive difference. The tasks she was assigned were both challenging and meaningful. It wasn’t long before she felt valued and appreciated. 

One day, on the homeward commute, Amy felt a comfortable sense of familiarity waft over her. It struck her that she’d met the company’s expectations and it had met hers—all was well. Amy had become a full-fledged member of the corporation with the attendant rights and privileges of “citizenship.”