A new job brings with it opportunities and challenges. However, the biggest challenge shouldn’t be trying to “figure it out” the first few days, weeks and months. Surprisingly, after an extended period of advertising, screening, interviewing and negotiating to find just the right candidate, many companies stop there, believing they’ve found the right match.
Not so fast! While this new employee may be the best and brightest in the field, he or she knows little or nothing about the people, processes and cultural traditions going on within the organization. Inadequate onboarding can make new hires feel like they’re on shaky ground. It can put them in a position of making unnecessary mistakes at the expense of ego, safety or work efficiency. They can feel confused at first, and ultimately, frustrated or isolated. This scenario contributes to less-than-optimal productivity and costly employee turnover.
On the flip side, a well-managed onboarding program sets the machine in motion for new hires to feel welcome and a part of the team as quickly as possible. It helps increase performance while reducing stress and turnover. New hires can set goals based on clear expectations, while mentors help them establish friendships and strategic working relationships. There is also opportunity for growth, based on regular, targeted feedback.
Common Sense Approach
The purpose of onboarding is to provide an environment that fosters a smooth a transition. Much of it becomes common sense, particularly when you stop and think, “How would I like to be treated, and what would I want to know?”
Day One: Start immediately to help the new hire feel welcome and settled. Send out useful information ahead of time. Do they need a parking pass or badge before arrival? Have the desk or work space set up and provide an email address along with login and passwords needed to access corporate sites and documents. Arrange for a tour to meet co-workers. Pre-schedule meetings or lunch during the first day or week with key team members and provide an agenda so everyone knows their role in this welcoming process.
Orientation to the Organization: Company culture is more than just dress-down Friday. Orient new hires to things that are integral to company practice such as the vision, values and mission. Where is company-wide information posted? What is the corporate structure for voicing ideas or concerns? How are disagreements handled? What are common best practices? Assign a mentor who can take the time to address questions as they arise.
Training and Expectations: Within the first week, the new hire should have an opportunity to meet with any and all significant managers to outline goals, expectations, metrics, etc. Training should be provided early on to cover processes, technology and software. However, remember to ramp up expectations realistically. No one can be 100 percent productive the first week or even the first month.
Feedback: Don’t wait an entire year for the first performance review. Set up a review session with management at three months and perhaps again at six months to track and discuss progress. Is work on track with the expectations set the first week? This gives both parties a chance to evaluate what’s working and what isn’t. Be specific. If there are problem areas, be ready to provide support and further training.
High Return on Investment
Some companies consider onboarding to be time consuming and expensive. But when compared to the cost of employee turnover, the Center for American Progress calculates 16 percent of annual salary for entry level, up to 20 percent for mid-level, and up to 213 percent for high-level employees—onboarding becomes a valuable investment. It can also significantly reduce the expensive and very unpleasant personnel issues that arise with unhappy or uninformed employees. In addition, it has been shown to raise performance levels throughout an employee’s tenure.
