The constricted state of the labor market has many human resources professionals thinking about how they will recruit and retain employees. With record low unemployment (currently 3.6%, the lowest in 49 years), we are finding there are more job openings in some industries than unemployed workers. As 10,000 baby boomers reach retirement age each day, the loss of company leaders also dampens the job climate. In short, competition in the labor market is fierce.
If you are fortunate to find superstar candidates to bring on to your team, first impressions are everything to new hires. These new employees are sensitive to their experience with the company even before they start their new jobs. After onboarding thousands of employees in my 30-year HR career, I’ve found:
• New hires expect the advertised role and culture to match their actual experience.
• They don’t want to be overwhelmed with work or information early in their onboarding.
• They take note of how welcomed and comfortable they are during the first week.
• New employees often make up their minds within a week of starting employment if they will stay at the company long-term.
The Business Case For Onboarding
An underwhelming onboarding experience gives new hires the impression that the organization is poorly managed and that the company didn't prepare properly for their arrival. Particularly in today’s tight labor market, a comprehensive onboarding process is expected by employees and should be required by HR professionals.
Successful onboarding programs:
• Present opportunities for co-workers and managers from all departments to connect with new hires.
• Help employees feel welcome and more prepared for their new roles.
• Instill confidence in new employees and set the stage for them to have early successes.
• Encourage employees to stay with the companies longer, reducing the costs associated with hiring, training and replacing lost revenue and employees.
Your managers play a major role in ensuring the process works.
New-Hire Support Starts Before The First Day
Once your new hire accepts the job offer, don’t go dark on your employee. Whether the employee starts in two days, two weeks or two months, keep in contact. Share the company newsletter, and send benefits information before the start date to make the first day more about the employee and less about orientation. Also, mail a welcome kit that offers information about the company, perks and benefits, and swag like pens and notebooks. I feel strongly that providing a company-branded article to new employees as early as possible connects them to the organization.
Engage new employees by sharing links to videos, social media posts or photos that show the company’s culture. Also, consider emailing a survey to find out more personal information about the employee, like hobbies, favorite foods or preferred professional learning and development websites, and then share that information with members of the team.
Encourage employees to connect with new hires on LinkedIn, so they see names and faces of co-workers before the start date.
Finally, make sure your new employee’s desk and technology are set up before the first day. This includes establishing email accounts, adding software and providing access to the intranet or company servers.
What To Do On Day One
When your new hire arrives, meet them at the front door for a tour of the office, pointing out areas like the break room, gym and restrooms.
Introduce the new hire to colleagues and team members, and schedule appointments to meet with key personnel in other departments as soon as possible.
As the manager, you’ll want to discuss the employee’s specific responsibilities, department objectives and the structure and roles with the company. It’s also important to share with employees how their positions fit into the organization and how these roles contribute to the company’s success.
To help new employees feel accomplished their first week, assign initial tasks while offering guidance, providing resources and answering questions. Some employees may be hesitant to ask questions of their busy managers. Assign the employee a buddy to answer everyday office questions, like where the mailboxes or supplies are located.
Don’t let your new employee eat lunch alone on the first day. Get to know your employees better by taking them to lunch on your own or with the team.
During The First 30 Days
From the first day to the last day of employment, you’ll want to meet regularly with employees. Establish a set schedule of weekly or monthly meetings to discuss current projects, ideas and any struggles employees may have.
Encourage your employees to ask questions and provide feedback. Find out how they are fitting in, and answer any questions arise during these first 30 days. Continue to immerse employees in the company’s culture and values. Help employees understand what drives the culture and how your organization operates.
After assigning and completing initial tasks, you may learn that your employee needs skill-specific training. Set up a plan for technical training, as well as training in soft skills like communication and teamwork.
During The First 90 Days
At 90 days, your new hire should be settled in and tackling assignments. Continue to support independent work, answering questions as needed, and increase the employee’s responsibilities.
Managers also should establish a measurable performance plan for employees and create projects that contribute to the success of these plans. Make sure employees understand the metrics and how they can be achieved.
Also, encourage professional development. Set aside a budget for conferences, industry associations and learning opportunities, and make employees aware.
Keep Onboarding Fresh
As trends and technologies change, onboarding must keep up with the times. Ask your new employees for feedback, and measure their responses. Find out whether the process worked, and if there are any components that need to be refined or tweaked.
By making new employees feel comfortable and accepted, they are more likely to be engaged with the organization, productive and confident they can do their job well. A cohesive onboarding process is the place to start.
