9
SIMPLE WAYS TO
ON THE JOB
9 SIMPLE WAYS
TO STAND OUT ON THE JOB As an employee, opportunity and advancement are within your reach! AND WE WANT TO SEE YOU SUCCEED! Not only are companies investing more time in hiring employees with little to no experience and training them on the job, but they are also more loyal to employees who invest in themselves by taking advantage of every opportunity to learn new tasks.
A recent survey shows EMPLOYERS PREFER DEVELOPING EXISTING EMPLOYEES to hiring new
2 1
ones by a -to- margin.
71%
Furthermore, of survey participants say their organization’s strategy PRIORITIZES THE DEVELOPMENT of existing employees into manager jobs rather than hiring new employees into those roles. This guide provides you with NINE STRATEGIES you can implement today to help you stand out on the job, impress your supervisor, and prove you’re ready for more responsibilities! 2
ABC COMPANY
SO, HOW CAN NEW EMPLOYEES STAND OUT? LET’S FIND OUT. Meet ANNE and BRET. Both have the same set of skills and work experience. Both are nervous about beginning their assignments at ABC Company (ABC) through Elwood Staffing. Let’s see what happens to Anne and Bret’s OPPORTUNITY METER as their choices create two different employment experiences while on assignment at ABC. Looking at the gauge below, both employees start out on a level playing field—with room for growth and advancement.
OPPORTUNITY METER
LOW
HIGH
50% 50% 3
STRATEGY #1
ATTENDANCE, ATTENDANCE, ATTENDANCE
Anne arrives in the lobby 10 minutes before her shift is scheduled to start. She greets the receptionist with a smile, uses her first name after peeking at her nametag, shakes her hand, and introduces herself. Anne makes small talk with the receptionist while she waits for her orientation to begin by asking her how long she’s been with the company.
IMPACT
The receptionist is impressed with Anne’s punctuality and friendly demeanor and makes a mental note to let Anne’s supervisor know of her favorable impression.
OPPORTUNITY METER
LOW
4
HIGH
55% 45%
Bret arrives in the lobby one minute after his shift is scheduled to start. He bursts in the door flustered and out of breath and interrupts the receptionist’s phone call with a customer to ask where he should go for orientation.
IMPACT
The receptionist’s first interaction with Bret is unfavorable. She knows he’s been provided a new hire packet that contains all necessary first-day checkin details. She thinks his assignment at ABC will be short-lived.
THE TAKEAWAY
· Missing work and/or being late send signals to your employer that your assignment is not important to you. Poor attendance also puts additional stress and responsibility on your co-workers and manager and increases the likelihood of your assignment ending early. · Many companies have points-based attendance policies. This means points are assigned when you are late or absent. Accruing too many points may result in not being considered for additional opportunities or in your assignment being ended. Make sure you understand the company’s attendance policy and know who to contact if you are going to be late or absent. · Give yourself plenty of time to get to work; budget extra time for unexpected events such as traffic and construction as well as daily routines like parking, walking to the building, and potentially changing clothes. As a best practice, drive to the job site prior to your first day of work so you are familiar with the location and know how long it takes to get there.
5
STRATEGY #2
SHOW THAT YOU CARE
OPPORTUNITY METER
LOW
6
HIGH
60% 40%
ABC’s safety manager meets Anne and Bret in the lobby and walks them to the new hire orientation. As they walk, Anne notices several pictures displayed on the wall and asks about them. She finds out they are pictures of customers who benefit from the products ABC manufactures and gets the opportunity to spend several minutes learning how ABC’s customer base has evolved over the years. This knowledge intrigues Anne and spurs lots of questions throughout her orientation.
IMPACT
The safety manager appreciates Anne’s interest in ABC. Anne’s diligent note taking during orientation helps her retain the information well enough to pass the safety quiz at the end of class with flying colors.
Bret feels most of the orientation covers things he doesn’t really need to know, so he reads his social media news feed and wonders when the “death by PowerPoint” is going to end.
IMPACT
The safety manager is aware of Bret’s attitude and lack of focus during orientation. Bret’s disregard for the class causes him to fail his safety quiz and retake it a week later with a new orientation class. Bret was unable to perform certain tasks in his job until he achieved a passing score.
THE TAKEAWAY
Be prepared to receive more information than you expect during orientation. Take notes to help you manage the information overload. This will keep you focused and give you something to refer to in the future. Taking notes is known to boost your memory, which can come in handy if you are quizzed on the information. Cell phones are a distraction at work. Not only does playing games or text messaging during work hours send the message you are uninterested or disengaged, but it can increase your risk of accident or injury. A best practice is to limit use of cell phones at work to breaks only, and make sure you are aware of and follow your employer’s cell phone policy.
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Anne and Bret are introduced to the team they will be working with, including their supervisor. Anne concentrates during the introductions, working hard to remember and use each person’s name. She shakes hands with her co-workers and asks them how long they have worked at ABC, what their roles are on the team, and what advice they have to help her succeed.
IMPACT
Anne’s team members appreciate being asked for advice. Anne understands how each member of the team can support her in her new role and feels like she is making new friends.
Bret feels overwhelmed when he meets several new people at once and finds remembering people’s names daunting. He keeps his hands in his pockets and his head down while being introduced to his co-workers. He’s anxious to get to his workstation and begin learning his daily tasks.
IMPACT
Bret misses out on the opportunity to learn his co-workers’ names and establish a positive connection with his peers.
THE TAKEAWAY
If you struggle to remember names, link an image based on the name to a physical characteristic of the person. For example, imagine a cloud of dust hovering over Dustin’s head or a seashell balancing on Michelle’s nose. It may sound silly, but it works! Another strategy is to say the person’s name in your head three times. If you don’t remember someone’s name, that’s ok! Never be afraid to ask him or her to repeat it by stating, “Remind me of your name again, please.” Start your relationships with co-workers off on the right foot by asking questions to learn more about them and their roles. Everyone has knowledge to share that can be of value to you—seek it out!
Want to be more productive? Get a work bestie! That’s right—Gallup research repeatedly shows a link between having a best friend at work and the amount of effort employees give on the job. 8
STRATEGY #3
GET CONNECTED
OPPORTUNITY METER
LOW
HIGH
65% 35% 9
STRATEGY #4
PERFORM HIGH-QUALITY WORK
ATTN: CUSTOMER
OPPORTUNITY METER
LOW
10
HIGH
70% 30%
Anne and Bret are given work instructions that include how to examine a part to ensure it meets ABC’s quality standards. Anne carefully studies the work instructions and follows them step by step, every time. When a part does not meet quality standards, she quickly notifies her supervisor.
IMPACT
Anne’s supervisor appreciates her attention to detail and commitment to ensuring only quality parts are shipped to ABC’s customers. Anne soon leads the team in the number of defective parts identified for the month, earning a certificate of recognition.
ATTN: CUSTOMER
Bret follows the work instructions—most of the time. The job is so repetitive that he sometimes loses focus and skips a step. He often feels bored and calls in sick on the days he just doesn’t feel motivated. His poor attendance and lack of attention to detail lead to a defective part being shipped to a customer. When the customer complains, the part number is traced back to Bret.
IMPACT
The customer who received the defective part voiced a complaint on social media, exposing the company’s quality issue to thousands of people, including potential buyers. Bret receives a verbal warning for failing to identify the defective part and for too many unplanned absences. His supervisor requires him to submit an action plan detailing how he will avoid making the same mistakes again in the future.
THE TAKEAWAY
·M any employers have standard operating procedures, work instructions, and/or checklists in place to help ensure employees correctly perform job duties. Taking shortcuts or not utilizing these tools can result in unsafe or defective products being shipped to customers. · When you start a new assignment, be sure you understand what is expected of you. In addition to quality standards and requirements, some departments require a certain number of parts to be picked, assembled, or shipped. · Learning a new job takes time. If you have a question or are uncertain how to perform a task, speak up. It is a good idea to ask a supervisor, trainer, or designated company expert for help instead of a co-worker. 11
STRATEGY #5
TAKE INITIATIVE
OPPORTUNITY METER
LOW
12
HIGH
75% 25%
Anne masters her required tasks and asks her supervisor for more to do. He gives her the opportunity to be crosstrained on additional job duties. Eventually, she is able to fill in for team members in other departments who have called in sick.
IMPACT
Anne’s eagerness leads to learning new activities and gaining new skills. She has a better understanding of how each department fits together and is excited about supporting her co-workers in other areas. Anne enjoys her job, and her supervisor enjoys working with her.
Bret continues to do the same tasks day after day. He doesn’t feel challenged and is often bored. When his supervisor asks him how things are going, he says everything is “fine.”
IMPACT
Since Bret has only mastered his role, he doesn’t have a good understanding of how his work affects other departments. Bret’s overall lack of enthusiasm and absences cause his supervisor to wonder if Bret wants to be part of the team.
THE TAKEAWAY
If it is your goal to join the company full time, your interest in learning new tasks and ability to learn new skills will increase your chances. Cross-trained associates are more versatile; therefore, they are more valuable to their supervisors, their teams, other departments, and the company. Take advantage of downtime to learn something new. Don’t be afraid to ask your supervisor for additional responsibilities. Eagerness to learn new things is a quality all supervisors want in their team members. It helps them focus their time on those that want to grow and gives them reassurance that when they need help, they have someone to ask who has experience. In today’s labor market, companies are investing more time in hiring employees with little to no experience and training them on the job. Companies are more loyal to employees who invest in themselves by taking advantage of every opportunity to learn new tasks. Companies do not always have designated trainers in place. Never hesitate to request more training or ask your supervisor a question. Supervisors may not know when you are not comfortable or don’t feel adequately trained.
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As Anne learns new activities, she asks for honest feedback regarding her performance and the quality of her work. Anne’s supervisor knows she’s eager to master tasks and learn more, so he feels comfortable being transparent and offering both positive and critical feedback.
IMPACT
Anne’s relationship with her supervisor is growing stronger every day, and, as she learns new tasks, she is beginning to build relationships with supervisors in other departments. Anne is confident she is meeting and, in some areas, exceeding expectations. She also clearly understands the areas where she needs to improve.
Bret waits to receive performance feedback but never hears anything. Bret’s manager shared weeks ago that his attendance habits and work quality need to improve, but he hasn’t heard anything since.
IMPACT
Bret’s relationship with his supervisor is strained and lacks trust. Bret wishes ABC had a performance review process so he could learn how he is doing.
THE TAKEAWAY
It’s ok to ask for feedback. Consider asking questions that help identify opportunities for performance improvement: “What is the quality of my work?” “What are my strengths?” “What are my weaknesses?” “Am I meeting expectations?” Knowing whether you are improving and growing removes anxiety and builds confidence.
Taking part in frequent performance conversations with your supervisor also teaches you how to lead these conversations some day in the future.
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STRATEGY #6
SEEK PERFORMANCE FEEDBACK
OPPORTUNITY METER
LOW
HIGH
80% 20%
15
STRATEGY #7
SHARE YOUR IDEAS 
OPPORTUNITY METER
LOW
16
HIGH
85% 15%
Process changes and safety alerts are communicated during team huddles. Because Anne has been cross-trained in other areas, she is able to share how this information will affect the immediate team and other departments. Anne is not afraid to ask questions when she doesn’t understand something.
IMPACT
Anne understands that processes change frequently at ABC and has learned the importance of paying attention to small details during meetings. She feels she has a voice and is comfortable sharing her opinions and asking questions. Anne feels like a part of the team.
Bret doesn’t pay much attention during team huddles and never says a word. Bret hates these meetings so much he sometimes plans to arrive at work just as the meeting ends. Because of this, he misses out on information about important changes and becomes completely lost, adding to his frustration. Bret is often heard complaining to co-workers about being surprised by the constant changes.
IMPACT
Bret is feeling less and less like he adds any value to ABC and has started distancing himself from co-workers, causing others to question whether he really wants to be at ABC.
THE TAKEAWAY
Contributing thoughts and ideas improves team synergy by building trust between team members and helping others feel comfortable sharing their own thoughts and questions. Communication can always be improved. With courage and consideration, ask questions and seek out how you can communicate better. Many companies’ goals are driven by initiatives that encourage sharing ideas to improve processes affecting quality. It is important to learn how to submit your ideas, and never be afraid to offer suggestions.
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Anne’s supervisor has new team members starting tomorrow and asks Anne if she would be willing to show them around and get them oriented with the area. Anne is excited at the opportunity and takes pride in introducing the new associates to other team members.
IMPACT
Anne is given the opportunity to become a peer mentor. Her willingness to take on this role gives her the experience needed to be her supervisor’s right-hand person when he is in meetings or is called away. Anne enjoys working with new team members, and it shows! New associates trust her and begin to seek her out when they have questions.
Bret’s supervisor has heard from others that he has become a “negative Ned.” He doesn’t trust that Bret will give the best first impression to new associates.
IMPACT
Bret has been labeled by management as a “detractor”—someone who is unhappy and wants everyone to know it. No one wants him on their team, and his supervisor avoids partnering him with new associates, which makes Bret feel even more isolated.
THE TAKEAWAY
Mentoring opportunities can involve helping new associates feel comfortable in their roles and surroundings, training others, and even sharing the bigger picture of what the company does and how their work affects the success of the organization. Being considered a mentor means you have earned an elevated level of trust with your supervisor. Being a mentor is more about leading by example than holding the formal title of “mentor.” ew associates view mentors as ambassadors who care N about helping them have a successful start to their new career. Being a mentor also demonstrates to new hires that they too can learn a lot and achieve a position of trust and leadership.
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STRATEGY #8
BE A MENTOR 
OPPORTUNITY METER
LOW
HIGH
90% 10% 19
STRATEGY #9
ASK FOR GROWTH OPPORTUNITIES
JOBS
OPPORTUNITY METER
LOW
20
HIGH
95% 5%
Anne has been watching the company job board, and a position she’s had her eye on has come available. Anne’s supervisor not only helps her apply for the job, but he also writes her a letter of recommendation. Anne’s supervisor is confident all her cross-training will make her a prime candidate for the job.
IMPACT
Because Anne has invested in getting to know the company, Anne has demonstrated she is ready to make a greater impact and can apply for a permanent position with confidence.
Bret observes how much Anne loves mentoring new associates and hears she may be getting a full-time job in a different department. Bret decides he’s tired of his current role and asks his supervisor about becoming a mentor. Because Bret is known for his negativity and lack of effort to improve his attendance record, his supervisor says it’s not a good fit and shares that Bret’s lack of motivation has demonstrated he’s not ready for a leadership role.
IMPACT
Bret’s poor attitude and unchanged attendance record have created a scenario where it will be difficult to earn opportunity for advancement at ABC. No one wants him in their department, and management’s trust in Bret is low. Bret is at risk of being let go.
THE TAKEAWAY
Performance is critical. Supervisors expect you to work hard to prove yourself as a performer. The moment you step into the building, you are being evaluated. How you conduct yourself during the first minutes, hours, days, and even weeks and months ahead, will determine whether you will be viewed as a team player or a “negative Ned.” You get to decide which one you will be. Opportunity awaits you—but you must make the choice to pursue it. Many associates leave their assignments in search of a better opportunity, failing to realize something better was within their reach all along. Never be afraid to ask for more responsibility, learn more, be curious, or be a mentor to others.
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SO, HOW DO YOU RATE? Now that you know what it takes to stand out on the job, how do you rate? Have you mastered these nine strategies, or do you need to work on a few things? Take a few minutes and evaluate yourself!
NEEDS WORK
1. ATTENDANCE, ATTENDANCE, ATTENDANCE
2. SHOW THAT YOU CARE
3. GET CONNECTED
4. PERFORM HIGH-QUALITY WORK
5. TAKE INITIATIVE
6. SEEK PERFORMANCE FEEDBACK
7. SHARE YOUR IDEAS
8. BE A MENTOR
9. ASK FOR GROWTH OPPORTUNITIES 22
NAILED IT
THE NEXT STEPS! If you’ve rated yourself and realize you’ve got room to improve, don’t sweat! It doesn’t matter if this is your first assignment or your 50th, you can resolve to bring about positive change by acting on these strategies today!
WHAT CAN YOU DO TO BEGIN TAKING STEPS IN THE RIGHT DIRECTION?
Let your co-workers know your goals— accountability is key. Document your successes and progress—every win counts.
Illness and unexpected emergencies are inevitable, but you should have perfect attendance and be on time at all other times—your job security, opportunity for growth, and success depend on it. alk to your supervisor about T opportunities for improvement—you won’t know if you don’t ask. Keep this guide handy—refer to it often.
Remember your Elwood Staffing representative is here for you—we’ve got great advice. Stay positive—even if you mess up. Remember it takes time and practice to form new habits— change doesn’t happen overnight. Write yourself notes—visual cues and notes of encouragement are proven to motivate.
Focus on one strategy each week for nine weeks—make it manageable.
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This document was researched, analyzed, written, and prepared by Elwood StaffingÂŽ, one of the 10 largest light industrial staffing firms in the United States. Since its founding in 1980, Elwood has attracted millions of candidates, made hundreds of thousands of placements, and served tens of thousands of clients. Each and every day, our interactions with job seekers, workers, and employers generate valuable data we continually develop into actionable insights that guide better business decisions. We love data, and we love to share our knowledge to help employers like you make informed decisions. We are committed to finding new and consistent ways of sharing the valuable insights we gain, and we hope you look to us as an advisor with the knowledge and capabilities to help you get ahead. View more of our publications at www.elwoodthinks.com
This publication is proprietary and confidential and intended for general purposes. Nothing contained, expressed, or implied herein is intended or shall be construed as legal advice, and no attorney-client relationship is formed. If you have questions about any law, statute, regulation, or requirement expressly or implicitly referenced, contact legal counsel of your choice.