Jean-François Boudreault
Partner | Management consulting

When a new employee begins to work for an organization, it’s an important step for both of them. Though stressful, a new recruit’s first few days can go more smoothly if certain strategies are implemented.

Successful integration

The integration of a new employee should follow a very simple premise: the employee must feel comfortable and welcome in the new environment. Such a premise applies to all employees, whether they have been on the job market for a long time, are new to the market, or senior executives. The success of this integration is a determining factor when it comes to an employee’s ability to adapt quickly to the new environment, and reducing the risk of resignation shortly after starting. Such resignations are costly in terms of time and resources, let alone the potential impact on the organization’s image.

Four simple and efficient steps

To support the integration of a new employee, we can refer to a four-step process:

1. Prepare the new employee’s welcome: When a new employee arrives, it’s in the employer’s interest to plan the welcome. The employer can advise the other employees of the upcoming arrival of a new resource in the near future and the role they will play with respect to this resource, prepare a schedule and corporate documents for the first day to help the employee get a better grasp of the enterprise’s values and mission. Furthermore, an informal meeting between the new employee and the rest of the team before the first day of work can be a wise way to promote exchanges and reduce first-day stress. This way, a signal is sent that the new hire is appreciated and important. It also enables the new employee to find his or her place and quickly become fully functional within the team.

2. Welcome: On the first day of work, it’s important to give the employee enough time to feel guided and have a sense of belonging. This step will influence the employee’s relationship with the company. This is also the day when corporate documents are provided. The latter must be complete yet concise to facilitate their integration. Lastly, it’s often a good idea to introduce the new resource to other employees (support staff, in other departments, etc.) so that he or she may see and understand the enterprise in its entirety.

3. Integration: In the days following the new employee’s arrival, keep in mind that complete integration will take a few days, perhaps even a few weeks. Meeting colleagues, providers and clients and grasping the tasks of the position takes time. To be efficient, the new resource needs to know who does what, form a network, and assimilate the enterprise culture. To do so, he or she needs support. Not only must the supervisor or immediate superior handle this step, but all team members and eventually a mentor must do their part.

4. Follow-up: In the short term, the employer must give the employee feedback and adjust the position, if necessary, based on the employee’s strengths and weaknesses while redistributing tasks within the team.

Such a procedure can seem costly because certain employees must set aside their tasks to support the new hire. However, it’s usually worth the investment. There are numerous examples where mentoring or sponsorship enabled the employee to get answers to questions and quickly grasp the organization’s culture.

We should keep in mind that talent recruitment and retention are constant challenges for managers, especially in light of the expected or current labour shortage in various activity sectors. Recruiting personnel takes time and energy; successful employee integration increases the chances of retaining staff and is surely worth the investment.

Successful integration is key to efficiency as the employee will quickly become productive and functional, to the organization’s benefit.

25 Oct 2011  |  Written by :

Jean-François Boudreault is a partner at Raymond Chabot Grant Thornton. He is your expert in human...

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In May 2011, the International Accounting Standards Board (IASB) has published the following five new standards dealing with group issues and off-balance sheet activities:

  • IFRS 10, Consolidated Financial Statements;
  • IFRS 11, Joint Arrangements;
  • IFRS 12, Disclosure of Interests in Other Entities;
  • IAS 27 (Amended), Separate Financial Statements;
  • IAS 28 (Amended), Investments in Associates and JointVentures.

This special edition of IFRS Newsletter informs you about the new standards and the implications they may have.

To view this publication, click on the “Download” button on the right.

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Federal budget March 22, 2011

Canadian Finance Minister, James M. Flaherty, gave his sixth budget speech today entitled A Low-Tax Plan for Jobs and Growth.

The deficit in 2010-11 is projected to be more than 25% lower than it was in 2009-10, and it is projected to shrink more than 25% again in 2011-12. The deficit is projected to continue to decline to $0.3 billion in 2014-15. It is expected that there will be a surplus of $4.2 billion in 2015-16.

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Éric Brosseau
Senior Manager | Ing., LL.M. | Tax

The Canada Revenue Agency (CRA) has made known its intention to step up its presence with taxpayers who conduct scientific research and experimental development (SR&ED) activities. This involvement usually takes the form of an accounting and scientific audit.

In principle, there should not have been any changes to the program. However, we’ve currently noted that a new approach is being taken with respect to the interpretation of the program, the file analysis process and reliance on contemporaneous evidence.

In this context, your SR&ED tax credit claims risk being significantly reduced by the CRA if you are unable to clearly defend your case. So what do you do if the CRA informs you that it will be auditing your file (which means that the CRA considers certain aspects of your claim as being unacceptable)?

Your first step is to question the government agents in order to get a firm handle on the points that they would like to verify. Will their audit focus exclusively on financial data? Which of your technical projects do they want to discuss? Ideally, you should receive a written response to these questions.

Usually, the CRA provides a list of the information that you will be required to produce. We recommend that you promptly reply to the CRA’s demands. If you don’t have the information in the format required by the CRA, contact them immediately to discuss the matter further.

When preparing for an audit, you should consider the points raised by the CRA. It is imperative for you to be able to properly state your case concerning your claim. If you haven’t already done so, you must see to it that you still have at hand the contemporaneous documentation that was produced during your tests, which can easily be accessed for reference during the audit. Also, you may want to re-read the technical descriptions that were submitted along with your income tax returns.

When the day of the audit arrives, stay calm! Answer the questions and try to obtain the opinion of the government agents before the meeting ends. If it isn’t possible for you to obtain this opinion, ask when you can expect to receive it.

Do not hesitate to contact us for more information about the SR&ED tax credit program.

27 Oct 2010  |  Written by :

Mr. Brosseau is your expert in assurance for the Sherbrooke office. Contact him today!

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