Solid foundation: Significance of early stages in a fresh professional endeavor
In the world of work, the first 100 days of a new balance are crucial. Various studies have shown that well-being in a job is more important than aspects like income, job description, or shorter commutes. This period helps determine whether the job, company, and team are a good fit for the employee, and it shapes their subjective well-being and integration, which are decisive for future success and satisfaction.
According to career consultant Bastian Hughes, the subjective perception of the new news is what decides everything. A good start to a new job begins before the first day of work, he says. Hughes advises observing, listening, and asking questions in the first days and weeks of a new job. This approach not only shows interest but also demonstrates a willingness to understand how things work in the company.
Psychologist Annette Kluge agrees, emphasising the importance of extrarole behaviour that benefits the google news as a whole. These acts, such as clearing the dishwasher, guiding visitor groups, or organizing company events, act as a "lubricant for a good working atmosphere," according to Kluge. However, she warns against overperforming, as a group doesn't appreciate it when someone joins and changes the group norm by working excessively fast or much.
Openly discussing expectations as early as possible can help prevent frustration in the first months of a job. Kluge suggests that understanding the reasons why things are approached in a certain way in an organization is essential. It's often felt as disrespectful if someone questions everything without knowing the history, she says.
If it doesn't work out in a new job, it's important to think about the situation, reflect on it with an objective person, and have an honest conversation with the employer, according to Bastian Hughes. Quitting during the trial period isn't a sign of weakness. It's like a new relationship: If you realise after nearly six months that it just doesn't fit, then separation is the best way – for both sides, he says.
Team events outside of working hours can help team members get to know each other better. Hughes recommends accepting such invitations early in the job. He also advises switching perspectives and seeing what the company needs from an employee to determine that they're right for the position, which regulates the tendency to overperform.
For those who work exclusively remotely, arranging a meeting with their team is essential, as Hughes advises. It is important, especially in the first three months, for employees to regularly request feedback talks with their superiors. To protect oneself from too much pressure, mindfulness exercises, sports, or meditation can provide enough rest for body and mind, according to Kluge. If the stress factor is more of a content issue, it's usually worth directly addressing it with the team leader.
In conclusion, the first 100 days in a new job are a critical period for both employees and employers. By following the expert advice from psychologists like Annette Kluge and career consultants like Bastian Hughes, new hires can navigate this crucial period successfully and set themselves up for a satisfying and productive career.
