The art, science, and labor of recruiting: Integrating into the team

Once the offer is accepted it is critical that you begin to bring the person into the team. This will make dealing with counter-offers much easier and gets them excited and committed to your opportunity.


  • Have a specific plan of who they should meet with on day one, first week, 30 days, and 60 days.
  • Have a specific communication plan on how the hire will be announced – who needs to know and when?
  • If appropriate, determine a mentor that can help guide them into their role and integrate with the team
  • Determine specific “follow-up” points to share feedback on performance; it is critical to keep the lines of communication open to ensure a smooth transition 

No one gets it right all the timeOne final point on integration into the team: if it becomes clear that a new team member is a poor hire, it is important to quickly and decisively take action. A bad fit in a key role can be seriously detrimental to a young organization and it is critical to prevent this from happening, whenever possible. As I mentioned previously, no one gets it right all the time and even after thirty years of doing this, I still make these mistakes. The important point is not to let a mistake fester and cause unnecessary problems on the rest of the organization. In addition, it is sometimes useful to conduct a “post-mortem” to determine what went wrong in the process in order to try and prevent it from happening again (of course, the key takeaway of a “post-mortem” can sometimes be: shit happens).

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