When a new idea, new technology, or new person enters an organization, we often assume the best of them. Because we need the help, we tend to overvalue new and shiny resources. Users of the New Face tactic may be job hoppers, shake-down artists, or anyone who knows how to tell a story about themselves which concludes with a bright and hopeful future. Generally, new things are at risk to over promise and under perform, whether the information is provided by the “new face” or our hopes of the face or it.
There are several examples: the largest salary increases and benefits you will get often happen when moving laterally from one employer to another – this is where a new face has leverage; a new technology will be invested in by promise. In a robust economy, this tactic may be very profitable to the lateral-moving employee. But employers may find that once the contract is signed, the new hire isn’t the savior they expected. The interview may be great, and the resume is solid and accurate. But what happens when job performance falls off after you’ve committed to the salary and benefits?
Don’t be suckered in by empty hope. Probation periods, incentives to meet key performance indicators, and an earnest disclosure of the culture is essential. Fresh faces may be engines of growth or objects of regret. Until established, most employers are looking for new faces that are successful, people, teams, ideas and value. Showing for and requesting the new face engine is how to handle this tactic.