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5 TIPS TO MAKE NEW
5 Tips to Make New Hires a Long-lasting Success
Bringing a new employee into the mix is process commonly known as onboarding. The idea behind onboarding is to make the transition from new hire to team member as efficient and pain-free as possible. However, polling shows that some 31% of entry-level and intermediate level hires leave their new posts within just six months of starting. The question is: why?
The hiring and training process is time-intensive and doesn’t come cheap. This means that making a good match for the long haul requires more than just assessments of skill and personality. To ensure a talented new hire sticks around and is truly positioned for success, the onboarding process must be executed with the same care applied during hiring. For a few ideas on how to make the most of the onboarding process, consider the tenets below as you guide your new hire toward long-lasting success within your company.
1. Be honest about the scope of the role
Let’s say you’re looking to add a new buyers agent or loan processor to your team. You write up the position’s responsibilities, but neglect to mention that you want the new hire to handle a host of administrative tasks, as well. Maybe it doesn’t seem important enough to outline in detail, as it’s the sort of thing the rest of your does. Miscommunications like these are a leading reason why new hires leave their roles. If there isn’t clarity and transparency about a position’s true responsibilities, then new hires may become quickly disillusioned and seek out greener pastures.
2. Build in some perks
While stocking the breakroom with bagels every Friday may seem like a small gesture, it’s often those little morale-boosting moves that build loyalty and comradery among the team. Bike-to-work incentives, subsidized gym memberships, and benefits that match the needs of your employees—all are ways to demonstrate appreciation and investment in your team. Likewise, the right candidate will return the favor and invest his or her energies into their new role.
3. Get a sense of big-picture career plans
Another reason new hires move on may have nothing to do with you or your office. In fact, many hires in entry-level or even intermediate roles have doubts about their long-term vision. That’s why it’s important to be upfront from the beginning regarding a candidate’s five-year plan and ultimate dream job. Maintain realistic expectations when asking these questions, but use it as an opportunity to gage a candidate’s seriousness about the real estate or mortgage industry. Why this line of work over another? Emphasizing industry longevity and career growth during the interview process can save you drama down the road.
4. Keep the lines of communication open
Take a proactive approach in communicating with your new hire. Take time to check in regularly during the first six months of his or her addition. If you can, make time to train new hires yourself—if only for a part of the onboarding process. You’ll forge a deeper professional bond and create an avenue for further questions. All in all, make it clear that you’re personally invested in their presence and talents, and that you care what they have to say. That way, if any issues or doubts arise, you can stay on top of it and work out a solution, rather than lose a new employee.
5. Give new hires meaningful work to do
It’s natural to keep the kid-gloves on with new hires, but don’t let that stop you from giving them a chance to shine. New team members will feel empowered and motivated if given meaningful projects to focus on. Don’t relegate their daily duties to busy work as they build experience. Instead, task new teammates with something challenging, or that draws on a specific skill you hired them for. You’ll instill confidence, demonstrate your commitment to their growth, and with any luck—keep them around for the long haul.
MATTHEW BARTLETT
MATTHEW BARTLETT
Matthew is both a producing Loan Officer and Relationship Manager with Servion Mortgage, where he works in large part with first-time home buyers.
Matthew Bartlett – Relationship Manager and Loan Officer at Servion Mortgage in St. Paul, Minnesota – has more than a decade of experience helping his clients achieve the American dream of home ownership. Honest, hardworking and deeply empathetic, Matthew has built a solid reputation as a trusted mortgage advisor who consistently places his buyers’ needs front and center during every transaction.
Matthew began his journey in the world of mortgages following stints selling office supplies. “After college, I bounced around a bit before I got a job selling business to business, and one of my sales prospects was a Countrywide Mortgage branch,” recalls Matthew. “The manager didn’t buy anything from me, but he did invite me in for an interview. I got the job, and initially it was a fake-it-until-you-make it situation, but I was surrounded by very experienced people, and they were more than helpful.”
Within a year, Matthew was promoted to a management position. The Great Recession and its accompanying economic downturn led to layoffs at Countrywide and led Matthew to pivot into property management. For six years he managed well over 400 rental units and a variety of small to
medium-sized commercial properties. Once the economy rebounded, Matthew returned to the mortgage industry, signing on with Servion Mortgage in 2016.
Today, Matthew is both a producing Loan Officer and Relationship Manager. In this dual role he works primarily with first-time home buyers. “I’m their resource for any questions they might have while they search for a home,” he explains.
Matthew is extremely proud of his association with Servion Mortgage and the wide array of loans they offer to suit any buyer’s needs. In addition to the conventional VA, FHA and USDA products, Matthew
has partnered with a construction lender to assist clients with home rehab and new construction. “That’s one of the ‘outside of the box’ products that I’m involved with,” he explains.
But more than anything, Matthew thinks Servion’s team and structure are what make the company special. For example, Servion has in-house real estate and title companies, which means Servion can meet every need a buyer has throughout the purchase process. Matthew is quick to note that he is one of seven Loan Officers who all value their clients as people. “All of our LOs, including myself, view our borrowers as more than just another file. We always remember, no matter how busy we get, that every file represents a person’s life, and we are privileged to be a part of it.”
When he’s not working in his office, Matthew can frequently be found working at home. “I’m available to my clients until nine in the evening,” he says. “I’m basically on call for my clients, and it’s not uncommon for me to be making dinner while I’m talking via Bluetooth to one of my buyers.” More than anything, however, Matthew enjoys spending time with his wife and
his young daughter, and also loves going on walks with the family’s German Shepherd.
Matthew has many plans for his future, chief among them being his intent to obtain his real estate license to help facilitate private
investments. His overarching objective, however, is to continue providing his clients and real estate partners with the careful, detailoriented and top-notch customer service that has become synonymous with his name, and with Servion’s.
