So You're New Again: How to Succeed When You Change Jobs

by Elwood F. Holton III, Sharon S. Naquin

How to Succeed When You Change Jobs Part Three of a three-part series of a series of practical guidebooks on work transitions. These new books guide new hires-and their managers-step by step through the "breaking-in" process that is absolutely essential for helping new employees thrive. It is relatively easy to get new hires to be competent to perform the basic tasks they were hired to do. But success on the job is due to much more than that. It comes from understanding how the organization really works-the unique aspects of how things get done in that particular organization. And it comes from learning how to "fit in"-knowing how to get accepted, get respected, and earn credibility.
The three books in the series
How to Succeed in Your First Tips for New College Graduates
Helping Your New Employee Tips for Managers of New College Graduates
So, You're New How to Succeed When You Change Jobs
Built around author Ed Holton's dynamic 12-step process-extensively field-tested and firmly grounded in research-these three volumes give new college graduates and their supervisors, as well as seasoned professionals who've changed jobs, essential insights and tools for mastering a variety of transition challenges.
Given the high costs associated with new employee turnover, no organization can afford to leave the new employee assimilation process to chance. Corporate human resources directors, managers of new employees, individual employees making job transitions, and career counselors alike will find powerful and practical new ideas and tools in these essential handbooks.

96 pages, Paperback

First published January 1, 2001

Reviews

[Shalayna Alldredge · Rating 3 out of 5]

A thoughtful reminder to be humble and open when starting a new job.

[Sandra Soetanto · Rating 4 out of 5]

The book provides a good (and somehow, rare) point of view of career change when people are changing their job from one to another. When people move to another job, they start all over again, from zero. Understand the culture and how people think in the new office is the necessity, since what you do/believe/speak/achieve in the old office might me different with the way people do/believe/speak in the new office. So is the performance review. The book reminds me that when you change to a new job, the most important first thing to do is not to achieve, but to understand and to be able to adapt with the new people/culture/assignment. I found the book as a great reference for those who’d like to change job/office.

[Jennie · Rating 2 out of 5]

This book would have been more useful if I were staying in the same field and moving to another company. I see where I made mistakes in the past when I changed State departments and stayed at same job title.