Signing on a new hire shouldn’t be the end of the HR train. For a higher retention rate and increased employee loyalty, these hires need to be engaged early on through an onboarding process. When you hear the word onboarding, your mind might immediately go to classroom-style training sessions that often last days or weeks or orientation tasks like meeting the team. Modern onboarding has disproven this traditional stereotype. While some steps in the process may still rely on traditional training sessions, most organizations have upgraded their methods.
Engage Before the Start
Often times, after the contract is signed, organizations disengage from their new hires. New hires are left with little instructions, besides when they should report for their first day. It is extremely important to remain in contact and keep talent engaged until their start date.
In a fast-paced, client-driven workforce, job seekers tend to negotiate between two or more employers to see who will give them the best deal. It would be a devastating blow to lose a candidate you’ve spent months recruiting just before they begin work. Before their formal start date, try checking in with them regularly so you can help answer any questions they may have and gauge what they need to get them across the finish line.
Pair Them Up
Whenever a new hire is brought on board, assign a current employee to show them how things work around the office and to offer guidance when needed. By pairing the new employee with a seasoned employee, you will help them ease into their new position. When they have questions about everyday life in the office, the best lunch spots or culture quirks, this is the person they should turn to. Workers who feel like they belong, tend to be more motivated, engaged, productive and 3.5 times more likely to contribute fully and innovatively to reach their potential.
Managers should use this opportunity to coach. Try by using a coaching report. Employees should be encouraged to enhance their performance-improvement and career-development initiatives with an Individual Developmental Guide (IDG). The IDG is a report that presents an individual’s strengths, motivations, and opportunity areas through easy-to-interpret graphs and constructive language. These two aids can help progress these two as individuals and as co-workers.
Greet with Excitement
Make their first impression working for the company a positive one. This is a crucial step in the onboarding process. If a new team member doesn’t feel valued or that training is inadequate, they’re more likely to leave and seek out a better opportunity.
Aid the new hire by confirming their decision of accepting their position by giving them a warm welcome when they arrive on their first day. Everyone directly involved in your organization has a role in making new hires feel welcome. When new hires feel accepted by their colleagues, their level of engagement increases. First impressions are crucial to show them how excited the company is to have them as part of their team.
Commit to the First 365
The onboarding process shouldn’t be confused with orientation. Orientation is a single event which takes place over the course of a few days. The onboarding process is designated to show new hires how they will be integrated through their role with training, support, and expectations to help them succeed in their role.
Within the first six months of a new position, 40% of employees left their jobs voluntarily. The most successful onboarding programs run up to one year, with frequent check-ins and feedback given throughout. Organizations who commit to an extended onboarding experience accelerate new hire proficiency by 34%.
Plan it Out
Most candidates will be nervous when starting their new position. Having a structured plan can help eliminate some of the anxiety and stress associated with the situation. By being prepared, you’re showing the newest worker you care about their time & role and solidify their decision to join your company.
Give them a journey map of how long the process should take and when they should be completing certain phases. Take this opportunity to outline clear goals you want to see them accomplish by the end of onboarding. This gives them a look into what their future at the company holds.
Have One-On-One Time
Scheduling one-on-one time between a new hire and their direct manager is a must. This is the manager’s chance to make a first impression by dedicating time to their new team member. This time is about getting to know the people who the employee will be working with and reporting to.
During this meeting, take time to schedule out check-ins and feedback sessions. Use these sessions to check in on their experience and see how their manager and the team can best support in the areas the new hire is struggling with. You can create a loyal employee customer by genuinely listening to them and giving them what they need to succeed.
Spread it Out
Some organizations believe there’s a bigger payoff by frontloading onboarding work. They still see it as a transactional experience, when it should be treated as a transformational one. The first day of a new job is often the most exhausting day. A new employee gets everything thrown at their way all at once, with little time to digest the information. Onboarding is an acculturation process that should be spread out over a period of time.
Automate the Process
Automating onboarding process, including the new hire paperwork, increases productivity for everyone involved. Human resources can put their focus on other important tasks to help support employees. Setting up automated notifications keeps both HR and the new employee moving forward.
With the right onboarding process, your new employees will become more engaged from the beginning, leading to a loyal employee down the road.
Follow these tips to get on the right track. If you need some help getting started, work with Caliper to utilize these onboarding solutions to get your team up to speed faster!