Employee engagement – Honeymooners

This post is part of a series based upon the BlessingWhite’s ‘X’ model of employee engagement.

Honeymooners basically come in two models: the absolute beginners and the newcomers.

  • Absolute beginners either just graduated or embraced a new career. As they just got hired they achieved a personal objective thus have maximum satisfaction. In their integration phase they don’t contribute much to company’s performance but their enthusiasm is often a welcome little sunshine.
  • Newcomers have gathered some experience elsewhere and joined with the perspective to achieve a personal goal. Starting a new story on a blank page by joining the organization, they achieved a first objective on their journey toward their goal.

Regardless to their experience level, new joiners are usually full of enthusiasm and expectations, bring energy and good mood and all that fit to their engagement level’s name: Honeymooners. As for the newlywed, their love for their new organization make them blind about smaller details that have grown up to major causes of dissatisfaction to older employees.

Depending on many factors and circumstances, and of course management, honeymooners will fall in one of the other >categories<. Hopefully into the engaged.
The level change may occur after 100 days +/-, a symbolic milestone that stands for the period necessary to discover the good and bad sides of the job, the business, the organization and other employees.

Absolute beginners are usually very credulous about the job they’ll have to learn and the organization they joined, therefore the quality of mentorship they’ll get is key for the future; for their behavior, satisfaction and contribution. The newcomers with prior experience will be more critical about their mentoring and may escape the negative influence of bad minded mentors.

Newcomers may also be an opportunity for their colleagues to learn from outside and get benchmarks. Newcomers can as well be a threat to the existing team’s harmony if they import bad mood or other poor habits, things like that.

Honeymooners should be tutored and mentored by well-spirited senior staff in order to separate the wheat from the chaff, in both ways. Putting them with trusted senior staff maximizes the chances to lead the honeymooners to the engagement.

A third kind of honeymooners are those newly promoted to a new role. They’re rookies despite they may know the organization well. In these cases their discovery is about their new role not organization. Newly promoted managers may feel like honeymooners a while before discovering the backstage and downsides of their new position. Nevertheless, those honeymooners should be mentored just the same as others to lead them to engagement.

Alas, I’ve often seen good workers promoted to team leaders or good techs and engineers promoted to managers without any mentoring. For number of them, the difficulties of people management without training and coaching lead them to any level but engagement. Very often they’re found after a while amongst crash and burners or hamsters.

About the author


The credit for BlessingWhite ‘X’ model of employee engagement goes to BlessingWhite.
I have no connections to BlessingWhite. Opinon, analysis and testimonies are all mine.

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