My personal experiences listed below could be adapted to enable a smooth transition of a new employee into the engineering company described in the case study. I decided to include my personal insights on the topic as I believe that through my years of experience the knowledge I have gained through onboarding new employees could be best explained through my personal experiences. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an original essay Doing what you can to help them personally As humans, we all have our own problems and it is not enough to simply assist new employees with work problems - a great leader should also keep his eyes open for ways to help out with issues private. A new colleague of mine had transportation issues as we work shifts in the aviation industry. As his supervisor I was able to solve his problem by creating an elevator club with other staff members who lived in his area. In doing so, I think she knows that I would do anything in my power to support her, which has created a loyalty that is hard to break and indispensable in any working relationship. Look for common ground; don't be a self-righteous bigotIn many cases, when you get a promotion, you tend to forget where it all started and how you got to where you are today. When I identify new employees struggling with a particular task, I think about what I've been through and share with him/her how I did or didn't solve the task in question. As a leader, new employees often put you on a pedestal, but by trying to see and understand the situation through their eyes you begin to show your vulnerability and imperfections, which in turn eases their anxiety and builds camaraderie . Pay attention to the smallest and smallest ones. most significant elementsWhen new employees begin working under me as a supervisor, I take time to uncover intricate details about their lives. Some like to share their entire life story, while others keep it to a minimum. Either way you start to build a relationship and gain trust between them. One of our new employees celebrated his birthday in the hospital. Upon her return our shift threw her a birthday party, much to her pleasure. It's important that new employees feel that they're not just there to punch numbers, but that they're part of a larger team that takes time to nurture them and encourage personal growth. Support them New employees are bound to make mistakes during the initial training phases and unfortunately in many cases pilots are not afraid to highlight these mistakes verbally. In these cases I usually go to their desk and immediately solve the problem by reminding them of the necessary steps to take to resolve it. By doing so, the pilot tends to back off and the new employee feels comfortable. If at any time I believe the new employee is being exposed to any type of abuse, I remove him or her from the situation and report the incident to my immediate supervisor. We have a zero tolerance policy in our department. Be honest and transparent When a new employee requests feedback on their progress, I try to be as honest and transparent as possible. I know from experience that protecting them causes more harm than good. Transparency is usually accompanied by some uncomfortable conversations, but those conversations show that you care enough to deliver the hard truth, which will mean a lot to employees. As a bonus, truthful and transparent feedback will also enable.