One of the key themes on our leadership and business development program, LEAD™, is around motivation, leadership and employee engagement, with this topic being discussed across several of our Masterclasses.

One of our speakers, Professor John Oliver OBE, was reminded of a particularly effective technique his colleagues perfected back at Leyland Trucks eons ago, and involved the following question:  

How to Integrate Newcomers into an Engaged Workforce

Integrating newcomers into a team with an established work ethic and strong cultural values can be challenging. John kindly shares his insights on how to effectively bridge this gap.

Crafting a Clear Behaviours Statement

"My first reaction is to ensure that your induction program places a strong emphasis on the cultural expectations of the organisation. Too often, inductions focus solely on practicalities—like the layout of the workplace, health and safety protocols, and navigating local bureaucracy. While these are important, they are not enough if you have an engaged or values-driven organisation and want to maintain that ethos.

"It's essential that the expected behaviours are clearly communicated from the start. A simple yet effective tool is a 'Behaviours Statement.' This can be as straightforward as using single-word descriptions that outline what is expected from both employees and management. If you don't already have one, it's a quick and valuable exercise that can be completed in about three hours, and it's all covered in my book, 'Growing Your Own Heroes'. This step is crucial.

"Your induction should make it clear that this behavioural code is not just a guideline but an expectation. Most new employees will see this as a positive framework that helps them understand the company culture right away.

Implementing a Buddy System for Newcomers

"However, sometimes, this may not be enough to bridge the gap between long-standing employees and newcomers, which can hinder progress. If you're facing this issue, I suggest implementing a simplified 'buddy system.'

"In this system, each newcomer is paired with a 'buddy' — an experienced colleague at a similar peer level who has a positive mindset. This buddy acts as a sponsor and a sounding board during the newcomer's first few months, or even longer. The process is intentionally informal, with just a few conversations each week to help the new employee feel comfortable and integrated, addressing common concerns like isolation and uncertainty that can make settling into a new environment difficult.

Training and Supporting your Buddies

"Although the buddy system is informal, it’s crucial that buddies have clear terms of reference regarding their role. We found that most volunteers responded well to a light training program that outlined expectations and provided basic coaching or mentoring skills. If you need external support, QuoLux™ can assist.

The Benefits of a Buddy System for All Levels

"What you’ll often find is that both the buddy and the newcomer will benefit significantly from this initiative. We extended this concept to support key operators in autonomous work groups, where each operator was paired with a senior manager to help them adapt to their new responsibilities. Interestingly, the senior managers gained as much from the experience as their shop floor colleagues, leading to lasting, informal relationships.

Final Thoughts

"My thanks to the questioner for raising such an important yet often overlooked issue."

John Oliver OBE

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