1. Every effort made by the supervisor to give the new employee a good first impression of his/her job is time well spent.

2. An employee who starts off on the wrong foot soon loses interest, and the good-will lost may never be regained.

3. The supervisor is obligated to acquaint every new employee with his/her new duties, and bring him/her up to maximum working capacity as soon as possible.

4. The supervisor should try to see things from the new employee's viewpoint.

5. New employees are almost always nervous and ill-at-ease, whether skilled or unskilled, experienced or inexperienced.

6. It is important that the new employee's first impressions be neither unpleasant or confusing.

7. The new employee almost always has a strong desire to do well, but will need help in doing so.

8. New employees will require special attention from the supervisor.

9. The supervisor's failure to consider the new employee's need for information and for special consideration has been responsible for many unwarranted dismissals.

10. No greater service can be rendered by a good supervisor than to bring out the best that is in the new employee and start him/her on a successful career.

11. The first four or five days on the job are rough for the new person--it is a period of sharp adjustment. The first and second days are perhaps hardest of all.

12. The new employee wants to show his/her good points, so give him/her a chance.

13. In your efforts to get the new person off to a good start, never make a false promise or misrepresentation--give him/her straight information so he/she will not be disillusioned later.

14. Remembering the new employee's name and pronouncing it correctly is an absolute "must." Use his/her name freely when making introductions, so that others will learn who he/she is.

15. Don't keep what is ahead of the new employee a mystery. Tell him/her what he/she can expect in the form of training and work assignments.

Whether or not you are going to have a cooperative employee depends very much on your behavior.

Employers Resource Association

It's a fact: Different needs motivate different people. Some crave power, others want money. Some want constant praise, others to be left alone. It's crucial for managers to figure out what motivates individual employees. Ninety-nine percent of employees are motivated by one of the following seven needs:

1. The need for achievement. These employees want the satisfaction of accomplishing projects successfully. They want to exercise their talents to attain success. They are self-motivated if the job is challenging enough, so provide them with the right work assignments and they will consistently produce.

2. The need for power. These employees get satisfaction from influencing and controlling others. They like to lead and persuade, and are motivated by positions of power and leadership. Give them the opportunity to make decisions and direct projects.

3. The need for affiliation. These employees derive satisfaction from interacting with others. They enjoy people, and find the social aspects of the workplace rewarding. Motivate them by giving them opportunities to interact with others: teamwork projects, group meetings, and so on.

4. The need for autonomy. These employees want freedom and independence. Allow them to make their own choices, set their own schedules, and work independently of others.

5. The need for esteem. These employees need recognition and praise. Give them ample feedback and public recognition whenever possible.

6. The need for safety and security. These employees crave job security, a steady income, health insurance, and a hazard-free work environment. Give these people predictable work with little risk or uncertainty. Also, salary and fringe benefits are very important to them.

7. The need for equity. These employees want to be treated fairly. They probably compare work hours, job duties, salary, and privileges to those of other employees--and will become discouraged if they perceive inequities.

The Manager's Desk Reference