Knowledgeable and determined!
At this point in your induction you should feel you have added value and achieved something worthwhile since joining us. Whether that’s completing a piece of work, influencing a decision, or suggesting a new way of doing something. You should feel motivated to go the extra mile and confident you can contribute positively to our business strategy. By now you are comfortable interacting on social media platforms and in representing Sage positively externally. You feel you’ve built some strong relationships. You are feeling challenged and supported and believe there are opportunities to develop here both personally and professionally. Having utilized some of your volunteering time, you firmly believe Sage contributes positively to the local community.
Week 12 - what you need to know and do
- Utilize some of your volunteer time
- Take time to reflect
- Give feedback to your line manager on your perceptions of Sage so far
- Think about your stakeholders. Are you clear on how you will work together, and their expectations of you (and vice versa?) Do you need to focus any efforts over the coming months to develop any of these relationships (formally and informally)?
- Spend time on Sage Chatter expanding your network/contributing to groups
- Work with you line manager to set your SMART goals for the remainder of the year
- Agree your personal development and career plan
- Arrange your probationary review (if applicable)
- By now you should have attended a local Sage welcome/induction event (where applicable)
- You should have completed your 'Code of Conduct' online training. If you have not received this yet, please email CodeofConduct@sage.com
- Log onto the Learning Management System and complete the Performance and Induction eLearning modules
Week 12 - things to think about and reflect on
- Have you achieved what you set out to achieve in your induction?
- What do you need to find out more about?
- How can you check out your initial assumptions?
Additional reflections for line managers:
- How capable is your inherited team? Who are the key players? What are their perspectives on the business and performance? (Have you asked enough questions and listened to their answers?)
- Who are the best performers? Are there any team members who are not performing or lack capability? What’s your People Business Partner’s assessment? What actions can you put in place to improve performance?
- Is the organization at its most effective? Where are the pressure points? Is there a better way of organizing to get better results?
- What are the predominant ways of thinking and behaving? Are they conducive to high performance? What changes would you like to make?
- If you had a blank sheet of paper, how would you organise your resources and what level of capability would you aim for? How does this compare to what you have inherited? What can you do to get them there?