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How to Get the Most Out of Your New Hires From Day One
Many companies struggle with designing the right programs to effectively orient employees to the many facets of their roles. Follow these tips, and you’ll be armed with actionable strategies to obtain the peak performance you desire and deserve, straight out of the gate. Start the process before “Day One” Day one can be overwhelming […]
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Many companies struggle with designing the right programs to effectively orient employees to the many facets of their roles.
Follow these tips, and you’ll be armed with actionable strategies to obtain the peak performance you desire and deserve, straight out of the gate.
Start the process before “Day One”
Day one can be overwhelming for new hires and a waste of your time and theirs if you’re not prepared for them. Contact your new hires prior to day one to communicate what they can expect on the first day. If possible, have them come into the office in advance to cover guidelines, fill out the necessary HR paperwork, and get set up with IT.
This way, the first day isn’t filled with unnecessary down time and waiting. By getting them set up ahead of time, you establish respect for everyone’s time.
Engage your employees on day one
Every position has its share of mundane tasks. But day one is not the time to throw them all at your new employee. First impressions matter, particularly for members of Generation Y (also known as millennials) who make decisions about whether or not to stay with a company long-term during their first days on the job.
Reinforce that they have made the right decision to work for you by getting them contributing right away. Give new employees a task on their first day that allows them to use their brain and tap into their creativity — whether it’s researching a venue for an upcoming event or allowing them to sit in on a brainstorming meeting with you.
Showing new hires that they are important and that you value their contributions will also inspire productivity and loyalty toward your business.
Be a mentor, and help them foster relationships
First-day lunch is one of the most important experiences to get right for new employees. It can solidify that they are a culture fit or reinforce that they are not.
To encourage the former, set your new hires up to have lunch with colleagues or if it is appropriate, take them to lunch yourself. After day one, make it a regular occurrence to ask new hires about their working style and how you can support them in their position. Let your new employees get to know you too. Being a mentor is a two-way relationship. When you act as that mentor for your employees, particularly your young professionals who may be in their first job, you are inviting them into the company family.
You have the opportunity to create a significant, long-lasting, positive impact on your new hires by following these simple and effective tips. The most important thing is that you get to it by day one.
What are your strategies for making day one a success for you and your new hires? How do you get your newest employees oriented, integrated, and delivering results as efficiently, effectively, and energetically as possible?
Alexia Vernon is an author, speaker, certified coach, and trainer who specializes in helping organizations recruit, retain, educate, and grow their young professional work force. This article was provided by and is reprinted with the permission of Liverpool–based Contemporary Personnel Staffing, Inc.
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GREENE — Most companies celebrate major anniversaries with champagne and balloons. Raymond Corp. doesn’t have time to celebrate its 90th birthday. The business has doubled its production since 2009 and has added 500 employees in its U.S. operations since 2010 just to keep up with demand. With headquarters in Greene, Raymond says it’s the North
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GREENE — Most companies celebrate major anniversaries with champagne and balloons. Raymond Corp. doesn’t have time to celebrate its 90th birthday. The business has doubled its production since 2009 and has added 500 employees in its U.S. operations since 2010 just to keep up with demand.
With headquarters in Greene, Raymond says it’s the North American leader in manufacturing electric lift trucks. The company builds a full line of manual and electric models that include counterbalanced, stacker, narrow-aisle, reach-fork, order-picker, and pallet trucks. In addition, Raymond produces the “iWarehouse” management system, an integrated suite of software tools to monitor in real-time both truck and operator performance.
“In order to ship 50 to 60 trucks a day to our customers, we need to receive 140,000 pounds of steel daily,” says John A. Sassani, a human-resources manager with Raymond, who guided this reporter on a tour of the Greene factory. “The plant operates five days a week with one shift in assembly, two in welding, and three in fabrication,” Sassani adds. Raymond builds most of its trucks to order and exports about 10 percent of its products.
“The Greene facility currently employs 1,250 and a sister plant in Muscatine, Iowa employs another 200 workers, engaged in welding and assembly. Raymond also has a small facility in Dalian China that employs 30, and a sales, service, and parts-distribution center in Syracuse with 180 employees,” says Stephen E. VanNostrand, vice president for human resources. Raymond also has a sales and service network of 33 dealers in 105 locations around the world and holds an equity position in most.
VanNostrand says, “Raymond owns 750,000 to 800,000 square feet of office and manufacturing space in the U.S. and rents warehousing space in Syracuse.”
When asked what contributes to Raymond’s explosive growth, VanNostrand points first to “… the focus on research and engineering. We have 140 people just in the R&D group who not only work to improve our current products, but also have spent the last 10 years developing commercial fuel cells … Raymond has an engineering, co-op internship program with area schools like Clarkson, SUNY Binghamton, Cornell, RIT, and the University of Rochester.” Since 2004, Raymond has been awarded 42 patents, another example of its emphasis on innovation.
Raymond conducts a nationwide search for professional positions, “… but we [also] are creative in finding production talent. For example, we convinced a welder from New York City to join us, and he, in turn, convinced others to follow. The company offers competitive compensation and a generous tuition-reimbursement program,” VanNostrand says. But he adds that “… it’s a challenge sometimes to convince prospective employees to move to Greene unless they have ties to the region or they are already familiar with it.” VanNostrand also points to an extensive training program, a laser focus on quality, and low employee turnover as reasons for the company’s explosive growth.
The Greene facility faces other challenges, particularly with infrastructure and energy. Raymond has convinced transportation officials to improve road access to the plant in order to accommodate the heavy flow of truck traffic, and work is currently under way to widen and strengthen the Route 12 highway that leads to the Greene facility. The Greene plant is fortunate in having a locally owned municipal company that supplies electricity at reasonable rates “… but the nearest [natural] gas line is nine miles away,” bemoans VanNostrand. Raymond has already spent a couple years negotiating to bring a gas line to the plant, and it remains a priority for the company.
Raymond supplies lift trucks worldwide, including area customers such as the Foodbanks of Central New York and the Southern Tier, Price Chopper, Willow Run, Manth-Brownell, Olum’s, Maines Paper & Food Service, East Coast Warehouse & Distribution, and Sovena.
Raymond’s major lift-truck supplier competitors include Crown Equipment, NACCO Industries (which makes Hyster and Yale trucks), and Nissan Forklift.
George Raymond, Sr. founded the company in 1922, when he bought the Lyon Iron Works in the village of Greene. Raymond, an efficiency engineer, focused on the material-handling industry. The company went public in May 1956 and Raymond’s son, George Raymond, Jr., became president and CEO in 1959. Raymond opened its center in Syracuse in 1980. BT Industries of Sweden bought the firm in 1997, and in turn, was bought in 2001 by Toyota Industries Corp., a Japan–based company that generates $19 billion in annual revenue.
It may be a while before Raymond can find the time to celebrate its anniversary. The company is focused on “… improving our market position, which means a larger market share. We have an aggressive growth plan based on an international strategy, and our goal is to remain the market leader,” says VanNostrand.
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BINGHAMTON — Brockport–based electronics recycler Sunnking, Inc. has expanded into the Binghamton region.
Earlier this year, Sunnking hired Ken Blaison, who founded and managed TechnoloCycle, Inc., a Binghamton electronics recycler, from 2008 until joining Sunnking. Blaison’s experience in both the industry and in the Southern Tier region made him a perfect fit for Sunnking’s plans to enter the Binghamton market, says Zachary Hussion, marketing and program manager at Sunnking.
“We have a pretty strong foothold in the Rochester and Buffalo markets,” Hussion says. Sunnking is based in Brockport and also has facilities in Rochester and the Buffalo area. “We’re looking to expand now outside the Rochester and Buffalo areas,” he says. Target markets include the Binghamton area, Syracuse, and Albany.
Sunnking launched its Binghamton expansion in August with Blaison serving as material management executive.
There is a growing need for companies that provide electronics-recycling services across the state, Hussion says, since New York enacted the Electronic Equipment Recycling and Reuse Act in 2011. The law requires that all electronic waste such as computers, televisions, DVD players, and video-game consoles be disposed of in an environmentally responsible manner. The law applies to both residents and businesses. While it’s fairly easy for a resident to bring an old, unwanted television to a recycling drop-off location, there are challenges for businesses, Hussion says. That’s where Sunnking comes in — to work with customers such as a firm that just finished a companywide technology upgrade and has 100 old computers it doesn’t need anymore.
But Sunnking does more than just dispose of those items, Hussion notes. Sunnking actually refurbishes and resells usable equipment and recycles unusable items into their component parts. Sunnking then sells the usable items either at its own retail store or on eBay.
The components from recycled equipment are sold to vendors who will use the components — which can include metals and plastics — to make new products.
According to the New York State Department of Environmental Conservation, U.S. consumers throw away an estimated 400 million units of electronic equipment per year. Recycling that waste protects people and the environment by diverting waste from landfills, keeping toxins such as lead or mercury from contaminating the environment, and by conserving natural resources by allowing materials to be reclaimed and reused.
For businesses, recycling has other benefits as well, Hussion notes. “It can add value to your business,” he says. Sunnking can help businesses determine items that can be refurbished and reused by the company and, in some cases, Sunnking even pays out rebates to companies for their electronics waste.
To spread the word about those benefits to potential Binghamton–area customers, Hussion says Blaison is out there meeting with business prospects. Sunnking also sent a targeted mailing to strategic businesses that typically generate a lot of electronics waste including health-care facilities, information-technology companies, and manufacturers. In the Binghamton market, Sunnking competes with several electronics recycling companies including eco International in Vestal and REACT in Horseheads.
Hussion declined to share any revenue projections for Sunnking, but did note that the firm processed about 14 million pounds of electronics waste in 2011. This year, he hopes that number hits 20 million pounds.
Founded in 2000, Sunnking (www.sunnking.com) employs about 70 people companywide. Its president is Duane Beckett.
Stay up-to-date on the companies, people and issues that impact businesses in Syracuse, Central New York and beyond.