Recruitment & Selection (R&S) is a process known by many but mastered by few. Throughout my experience as a Headhunter, and even as a professional within companies, I realized that a well-executed R&S process can be undermined if there is a failure in the adaptation of the newly hired employee.
I also noticed that good adaptation does not depend solely on the amount of time invested—which in some corporations is nearly nonexistent. In reality, it is enhanced by the new hire’s proper understanding of the corporate culture and its challenges, combined with the alignment of their personal and professional expectations. Those who manage to do this more thoroughly show greater confidence in taking on challenges and are willing to take more risks, which leads to richer professional experiences and superior results.
To address this critical moment, I developed a methodology focused on the adaptation of the former candidate (now a new hire), which follows the R\&S process I carry out. It supports the three meetings (on average) that are conducted during the first few months. The goal is to foster stronger engagement of the new employee with the new environment and its challenges—in short, with their new life.
By working on Recruitment, Selection & Adaptation, we accelerate the new hire’s integration at the exact moment when all eyes are on them, helping them pave the way for a safe and successful career in their new company. The organization, in turn, tends to give them more space and attention, recognizing them as an above-average professional.