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62 PCB007 MAGAZINE I APRIL 2023 they want praise for what they are doing, but they worry that they are not doing a good job. When it comes to performance, silence gives young people the impression that they are not doing their job well or sufficiently. I believe that most people would prefer complete trans- parency—open expression of both the good and the bad. If someone is doing their job well, you should let them know so they can continue doing it. Likewise, if someone is not doing well, then they may want to know so they learn from you how to fix it. Transparency may be difficult for a manager and new employee alike, but if done tactfully, the result creates a better work- place. When done right, helpful feedback will help make new employees feel less paranoid about what their supervisors or co-workers think of them. Conclusion A successful onboarding process should make new employees feel comfortable and welcomed in the company. However, because each generation is different, there is no one- size-fits-all process. If you can successfully consider factors such as the needs and goals of younger generations, as well as implement solutions to address them, you will effectively bring new, young employees into your com- pany family. PCB007 Christopher Bonsell is a chemical process engineer at Chemcut. To read past columns, click here. Book review by Dan Beaulieu Before you can onboard, you have to hire, and Nolan Bushnell, the co-author of Finding the Next Steve Jobs: How to Find, Hire, Keep and Nurture Creative Talent, should know how to hire "the next Steve Jobs"—he hired the original Steve Jobs. As founder and owner of Atari, Bushnell hired Jobs at the company many years ago. He saw something in the shaggy-haired, bare-footed young man that made him take a chance. He even gave him permis- sion to sleep in the office so that he could work late and fall asleep there without bothering to make the commute home. Since he was literally inventing a new industry, Bushnell was not just looking to hire people. He was not just looking for the right talent. He was looking for genius and, to his credit, he found it in the young Steve Jobs. Here are just a few of the things he addresses in his book: • How to attract creative people • The importance of hiring the crazy and obnoxious • Leveling the hierarchy to take your company from vertical to horizontal • Allowing your creative people to fail with the understanding that the more creative, the more failure • Learning creative speak One part of the book that I enjoyed (maybe because I have been saying it for years) is when the authors say you should look at a job candidate's hobbies. They write: "One of the best ways to uncover the creative passion of a potential job candidate is to ask about their hobbies, particularly ones that are difficult, complex, or somewhat time-consuming. Hobbies are not just a sign of passion and creativity. When you have a hobby, you are constantly expanding your knowledge." Dan Beaulieu is president of D.B. Management Group, and an I-Connect007 columnist. To read past columns, click here. Dan's Biz Bookshelf Hiring the Crazy and Obnoxious

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