Onboarding includes not just helping new hires become productive quickly but also acclimating them to the culture of the organization and helping them feel personally invested in its mission.
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Starting a new job may be one of the most stressful events in our lives. While there is much talk about job change frequency in the 21st century, what remains constant from past generations is the concern for how successful we will be in our new jobs.
The so-called “mommy track” or “motherhood penalty” can exacerbate the challenges women already face in developing their careers and obtaining leadership positions.
Integrating learning agility with new employee orientation has significant potential benefits for organizations in terms of engagement.
With the potential to reduce turnover and increase productivity, every organization should be asking this question: "Are we getting the most out of our onboarding?"
The first few days of employment are critical. New employees are a lot like cruise ships: Once their course is set – especially if that course is the wrong course – it takes significant time and energy to change their direction.
An employee’s effectiveness, satisfaction, loyalty, productivity and length of employment are all established in the early days of a job.
This research makes it clear: Onboarding matters. So, where are we going wrong, and what do we need to change to get it right?
There are some practical and applicable steps you can take in the first 90 days to make a positive impression on your employee, help them learn their new position well, and set them up for the growth and opportunities to come.