A good start

Summary form only given, as follows. It is true that first impressions are strong. Therefore it is argued that this fact, together with the importance of the first orientation interview of a newly employed engineer with his supervisor couple to influence greatly the future company-employee relations, and thereby his productivity. In order to acquaint the new employee with his work, each technieal phase is usually described with a tagged-on sentence or two, to the effeet that "you must accomplish this" or "you\´ve got to produce." These imperative statements not only fail to insure that the job will be accomplished but also take the listener\´s mind off the technical subject to worry over "will I be able to" and "what happens if I can\´t." The new employee is left with an insecure feeling and the impression of an "antagonistic boss" whose attitude he can\´t help but refleet. To avoid this common pitfall, it is suggested that the supervisor realize that this man wouldn\´t have been hired unless he was qualified for the job. With this taken for granted, he should rarefully describe the technical details and objectives; then, with human understanding, he should explain that "No one can do more than his best. You wouldn\´t have been hired if we didn\´t feel you were qualified. My only criticism will come if there is less than \´all-out\´ effort. Your best coupled with the best of all the other men will produce an unbeatable team, and t-echnical results." Such an approach will enlist a new employee\´s whole-hearted cooperation and will therefore, in the end, make the supervisor\´s words come true.