As your business grows and scales, you’ll bring new employees on board. Ensuring that younger employees find success and professional growth after hiring is critical. A recent article in Harvard Business Review noted that new hires find that psychological safety is fleeting.
In their research of 10,000 new hires in a large organization, researchers found that new hires’ psychological safety eroded swiftly. Newcomers joined the organization with higher psychological safety and then quickly lost it. It took years to reach psychological safety levels comparable to when they arrived.
Psychological safety is critical for employee success. With emerging technology, changing customer needs, and competitive markets, leaders don’t have the luxury of time to wait for younger employees to cultivate psychological safety.
As leaders, one of our most important responsibilities is creating an environment where all team members can thrive, especially those just beginning their careers. Young, inexperienced employees often face unique challenges in finding their footing and feeling psychologically safe.
Why does psychological safety erode?
When new hires start their career in a new organization, they are often extraordinarily optimistic. They’ve made it through the hiring process, feel confident they’ve been hired for a reason, and are excited to do a great job and find success with meaningful objectives.
That excitement and optimism can plummet quickly when they interact with a more senior employee who questions their value. Perhaps a colleague threatened by a newcomer’s excitement gives them extreme, unempathetic criticism of their work.
Coming into an organization with high expectations for success can often be met with “reality shocks,” a term coined by MIT professors John Van Maanen and Ed Schein in their studies of new employee socialization.
Newcomers are often unclear about how to ask for what they need or want, and leaders just getting to know their new direct reports are often unsure of what motivates their new people.
Leaders hold the key in shifting this experience
Leaders are often the most empowered to uplift young employees looking to gain greater experience and find success. Younger workers are often uniquely motivated to do what is expected of them.
Expedite relationship building
Leaders are most effective when they understand how their people are motivated and how to best communicate with them. Assessments like Motivation Code are exceptionally beneficial to shortcut this getting-to-know-you phase.
Encourage mentorship
Create an open-door policy and actively encourage young employees to ask questions. Pair them with experienced mentors who can provide guidance and support. When you understand your new employees’ Motivational Dimensions, you can more easily pair them with another team member who complements their unique motivations.
Set clear expectations
Clearly communicate job responsibilities, performance metrics, and workplace norms to reduce anxiety and uncertainty for new employees who may be unsure about their roles or how to behave professionally.
Normalize mistakes and learning
Make it clear that mistakes are part of the learning process. Share your own experiences of overcoming challenges early in your career to demonstrate that everyone starts somewhere.
Provide regular, constructive feedback
Offer frequent, balanced feedback that highlights both strengths and areas for improvement. Frame critiques as opportunities for growth rather than failures.
Recognize and celebrate small wins
Acknowledge the efforts and achievements of new employees, no matter how small, to build confidence and motivation.
Foster inclusive team dynamics
Ensure that team interactions and meetings are inclusive. Actively seek input from younger team members and validate their contributions.
Offer professional development opportunities
Provide training and learning opportunities to help new employees build skills and feel more competent in their new roles. Ensure that your professional development activities fit their Motivational Dimensions to bring out the best in new employees.
Be approachable and empathetic
Remember what it was like to be new and inexperienced. Approach interactions with young employees with patience and understanding.
Address biases
Be vigilant about addressing discriminatory behavior or unconscious biases targeting young employees. Create a culture of respect for all team members that uplift everyone’s unique talents and Motivational Dimensions.
Promote work-life balance
Encourage a healthy work-life balance and lead by example. This is especially important for younger employees who may be eager to prove themselves by working long hours.
By implementing these strategies, leaders can create a psychologically safe environment where young, inexperienced employees feel valued, supported, and empowered to grow. This benefits the individuals and contributes to a more dynamic, innovative, and productive workplace overall.
Motivation Code is the key to understanding new employees
If you’re looking to help your new employees maintain their excitement and motivation no matter where they are in their professional journey, you must understand how they’re motivated. Bring Motivation Code to your teams or your entire organization and watch your people flourish. Contact our team for more details.
