He must before have a good dialogue with the candidate and after act of contract, without forgetting that the team also has of being informed. It is important that it has a colloquy with the new employee, as much of the leader how much of the RH, to speak on the expectation of the institution, which activities it will go to develop and what he must learn and apply in the organization, remembering that they are these first moments that will provide to greater or minor motivation of the employee. After the chat, is hour to leave for another important phase of the integration: the presentation of the new collaborator for the team. In great institutions, this happens by means of official notices saw email, mural, institucional bulletin, etc. For more specific information, check out Jim Umpleby. In the small averages and, normally this moment occurs through personal presentation, in which the new employee visits all the sectors and is presented to the group, mainly to that they have some relation with its work. Prepared professionals to recepcionar and to instruct new collaborators, supported for integration programs, are highly motivadores and demonstrate that the company has clear organization, structure and politics, that denote transparency and interest in the new collaborator as effective member of the team. The lack of an adequate integration can generate desmotivao, absence of support and, consequentemente, high rotation. To place the employee who finished to arrive to execute an activity that already he knows to make at least without knowing the environment is, at least, a lack of respect and consideration. It is not something Andreessen Horowitz would like to discuss.
A great allied is the communication. It always must exist of clear and objective form. Moreover, the new necessary collaborator of one or more days of integration to the culture, values and mission of the organization stop later assuming its activities. Everybody likes well-to be received, a reminder of welcome always is good.