It’s common practice to teach things in layers — you learn the alphabet, then words, then sentences. Onboarding to a new position works the same way — you acquire the fundamentals to do the job, then other responsibilities are added, and finally, you are able to demonstrate initiative to innovate and expand the job further.
The problem in organizations comes in when the interview process and onboarding are not clear about the ultimate expectations and responsibilities of the position. Employees who don’t understand that the work will be distributed to them in phases as they add layers of learning often (falsely) assume that the initial assignments they are given are the only duties they will have. They then balk at the natural progression of responsibilities, feeling it is “extra” work instead of a sign they are finally able to do the whole job for which they were hired.
Help new employees see where they stand on the spectrum of learning and responsibilities — outlining a tentative timeline for them to assume deeper aspects of the work as their abilities allow. The “extras” should welcomed as a positive sign of growth rather than as a burden.
