Some years ago I joined a new employer. And as these things go, I had an initial interview process, meeting various directors and the CEO. We mutually agreed that there was a fit and agreed to enter the actual negotiation process.
Negotiating with a new employer is always a tricky thing: you want to get the best outcome possible while not hurting your well-built up relationship. Negotiating at later stages during your employment is a different game and therefore you want to make the most of this one-off opportunity. And in this specific instance, I came out with a result that I was very happy with: a well-rounded set of responsibilities, an increase in financial remuneration and as icing on the cake a sign-on bonus. And all this in a cordial and friendly process.
So I was eager to get started in my new job. I wanted to fulfill the expectations and the confidence that was placed in me. And that is how I arrived on Day 1.
Some things struck me as surprising: the company car that was part of the package was not there. And neither were the basics: no laptop nor cell phone. This felt a bit funny. A feeling that somebody had forgotten to plan for my arrival crept up to me.
But these things happen. It is not that big a deal, and I moved forward in the integration process. The integration process…. Mmm, that kind of seemed to be absent as well. I had to do my own round of introductions and find my way around the company. Again I said to myself that obviously they hired me to be self-sufficient, so I again moved forward.
And then over the first two months, I discovered that the ‘well-rounded set of responsibilities’ was not that clear either… Some responsibilities were simply not mine. At this point I seriously started doubting the step that I had made. Eventually I left the company much earlier than I had anticipated.
To me this experience was the root of my belief in conditional HR. Employers need to create the optimal conditions for their staff to thrive in their role. And this goes well beyond the package. In my personal experience, I was given a more than fair remuneration package. But the lack of onboarding process, the late allocation of some basic tools to perform and in the end unclarity regarding the role itself made the whole experience a less than stellar one. Money in the end does not compensate this. To be an outstanding employer it is much more important to provide clarity, the right tools and moreover a warm welcome. Those elements go a long way, actually much further than a monthly paycheck.
