Embarking on your first employment opportunity can be thrilling, an important stride in your professional path, but it’s typical to experience some nervousness as you attempt to grasp office conventions and the optimal way to acclimate during the initial weeks or months.
LinkedIn’s news editor, Jennifer Ryan, suggests thinking about starting a new job as akin to enrolling in a new school. “As a fresh recruit, you will be introduced to teammates who are already well-connected and an existing chain of command,” she notes.
One strategy you can adopt to comprehend possible office dynamics is studying the business prior to application, ensuring it aligns with your cultural preferences. “There’s a chance you may already be familiar with someone working there, or at the very least will know a LinkedIn contact who is linked to an employee,” Ryan explains.
“Engaging in a pre-emptive dialogue can offer insights into the work culture, how you’d fit into the team, and clarify the expectations of newcomers, especially at an entry-level. Proactively connecting with future co-workers before joining can assist in settling nerves, ensuring recognition of some faces on your first visit and a better understanding of everyone’s role.”
Upon entering the office the first time, it’s a simple process of developing these initial connections further and understanding what motivates each individual, mimicking networking behaviours.
Indeed’s global corporate communications and career specialist, Laura Yianni, emphasises that the wording in job advertisements can be a significant indicator of the culture. “A company that values ‘creativity’ and ‘teamwork’ differs from a company that praises ‘excellence’ and ‘rigour’,” she expands.
“Moreover, certain wording might point towards a company that doesn’t foster diversity and inclusivity. Be wary of ambiguous lingo, employee perks that attract a niche lifestyle, like a table tennis setup and weekly social gatherings, or words with gender bias like ‘ninja’, ‘dominate’, ‘hacker’, and ‘diva’,” she expresses further.
Indeed, Paul Vance, the head of recruitment at KPMG, underscores that having diverse personnel is not just a buzz word but is critical in building harmonious relationships amongst staff.
“Remember that everyone’s perspective differs from yours,” he shares. “We have a broader range of experiences and backgrounds within the professional sphere compared to a decade ago. Some of these differences are obvious, such as ethnicity and background, while some, like differing views, are less apparent.
“Diversity in thinking is one such issue. Various people have diverse viewpoints on the functioning of the world, problem-solving and navigating situations. Hence, when you encounter a new person at work, you’ll create a stronger bond if you curb your preconceptions about them.”
In the meantime, Sigmar Recruitment’s CEO, Frank Farrelly, notes that traditional office presence is crucial when beginning a new role.
“The digital realm is exceptionally effective, and remote work has a lot to offer, but for novices who haven’t experienced a professional environment, physical presence is vital for learning, networking, and enjoyment,” he expresses.
“I would suggest to all fresh graduates to spend as much time as possible in the office, most importantly, for the initial six months or more until you master your job duties.
“Being physically present facilitates forming concrete formal and informal networks. It empowers you to get better acquainted with your supervisor, and comprehend the office dynamics. Is the open flat structure real or just a promise stated on the website?”
Farrelly advocates that some of the most prosperous individuals cultivate and grow internal support systems. If you put in the effort to interact face-to-face, significant stakeholders will trust you quicker. They’ll become more approachable when you require their assistance.
“Despite being neglected, the most essential network is always your contemporaries,” he says. “Peer support in a new role is invaluable and usually cultivated during casual lunch island exchanges.
“Build connections, especially with the receptionist, as they have a distinctive perspective of the company and provide valuable advice on potential allies. People enjoy providing guidance, so it’s a good idea to reach out.”
As it pertains to handling disagreements, Brendan Lally, a vocational guidance advisor at the University of Limerick, underscores that resolving disputes in person is generally more effective than via digital means. In his view, the digital sphere can enhance the concealment of true emotions and amplify misunderstandings, leading to a more protracted resolution of conflicts.
Lally expresses a hopeful standpoint that majority of fresh graduate recruits will encounter limited conflict in their new professional roles. Yet, he admits that conflicts sometimes can’t be avoided.
In those unusual instances where conflict arises for a new graduate, particularly if it’s with a higher authority like a manager, it requires sensitive manoeuvring to resolve. A common step for graduates facing issues would be to discuss it with their respective managers. However, when the disagreement is with the manager themselves, other avenues must be explored. Lally emphasises, it is vital for the new hires to be cognizant of their company’s guidelines for tackling conflict. Every professional entity often has specific procedures or appointed staff to address such scenarios.
If the disagreement pertains to their immediate superior, the new hire should think about seeking guidance from a mentor or an experienced member of the team who could potentially mediate or offer sage advice. If the dispute can’t be settled through informal means or involves serious concerns like harassment, discrimination or unethical activity, then the employee should address it to the Human Resources department.
As HR personnel are skilled in dealing with conflicts in a confidential and impartial manner. Lally further advises that the new hire should keep a record of any conflict occurrences, especially those involving their bosses. This documentation may prove crucial if the situation escalates.
Maureen Lynch, the managing director at Hays Ireland, a recruitment firm, also underlines that if someone feels ill at ease when dealing with a disagreement alone, it’s essential to seek assistance from a trusted superior to mediate its resolution. She further stresses that understanding the formal and informal power structures within one’s workplace is a crucial first step to managing conflicts proficiently.
“Remember that those you work with could have the same job designation as you but may have spent more time in their role. Due to this, they’ve accrued a certain level of trust and respect from their colleagues and superiors that is derived from their prolonged presence,” she emphasises.
Lally, meanwhile, advocates for maintaining professionalism while at work. “Pay attention and listen closely,” he advises. “When engaging with new staff members, try not to be pulled into discussions regarding other colleagues or higher-ups.
“It’s vital to stay professional and steer clear of office rumours. This might be challenging, especially when you’re a newcomer striving to forge bonds and alliances. One of the best things you can aim for early on is a reputation for being a professional.”
As for potential issues recruits should watch for, Lally emphasises the importance of maintaining relationships with fellows at work. “A pattern I consistently noticed in my HR career was freshly graduated employees concentrating solely on duties, disregarding the significance of relationships,” he shares.
“Proactively nurturing positive work relationships is crucial; it should never be a secondary consideration. Your relationship with your superior is paramount. Hence, don’t hesitate to seek feedback well ahead of formal evaluation meetings, and if you receive any critique make sure to treat it seriously and act upon it.”
When it comes to adjusting to a new work culture, Lally thinks that the initial 100 days are “exceptionally critical”, demanding undivided attention. “Maintaining a work-life equilibrium is crucial, but during the first 100 days or probationary period, it’s essential to position yourself for success,” he asserts.
“That implies that everything outside of work needs to be rearranged such that work gets the prime priority, at least in these pivotal starting months. To accomplish this, you’ll need the support of those around you, ensuring they understand your new role and your resolve to make a favourable initial impression.”