The On-boarding from … well, you know!
It was Sarah’s first day in a new job, in a new city. Finding her way, socially and professionally, she felt the insecurity that often accompanies big life changes such as moving across the country and
starting a new job. It didn’t help when she introduced herself to the receptionist, who scurried off to find the boss saying, “Oh! I didn’t know we had a new person starting today!”
Ten minutes later the boss arrived, who, in spite of his reassurance that “Today is your first day. Right. I knew that.” appeared just as surprised as the receptionist did that a new employee was there, ready to start.
They didn’t have a computer for her, or an office ready or anything else for that matter. The boss instructed her to use his office and his computer while they got hers ready. He pointed out a few documents to review and he left her, sitting in his office at his computer with no other instructions about what she was supposed to do.
It was an entire week before Sarah had her own office and her own computer, and still no clear direction about exactly what she was supposed to be doing.
Bringing on a new employee can be stressful for both the employer and the employee, regardless of the size of your company. With no plan and no direction for the new hire you risk losing a potential top performer. With a little bit of planning, though, you can create an environment where even your new hires love going to work and will become fully engaged and committed to doing their best for your company quickly. The Aberdeen Group found in a 2013 study that 91 percent of employees stayed in companies that had a well-structured on-boarding program, in contrast to only 30 percent of employees who stayed in companies with little or no on-boarding program.
Clearly it pays to have a plan.
Six steps to effective on-boarding
1. Welcome your new employees!
This can even start before day one with a hand-written, “Welcome to the team!” card. (What would that say to your new hires – and their families?!) When they do arrive make sure you are ready for them – with the right person to greet them, the tools they need to do their job – including a correctly spelled e-mail address, keys to the restroom, etc – and the structure and instruction about what they can expect.
2. Share your organizational vision, mission and values.
You already shared details of what the job entails when you offered the job (see #3). Now share the vision for your company, what you strive to achieve, what’s most important and how you want to be known in your industry and your community. Let your new hires fully understand how their role fits into this vision and mission and how important it is for success.
3. Review and clarify expectations.
Yes, you’ve already done this. Or at least you should have when you made the job offer. But it doesn’t hurt to review it again, or even to revisit it in the first few weeks. Clarify the tasks, how you expect them to be done, where to go for help and any additional expectations like attire, e-mail protocol and even how to answer the phone. Make sure they are crystal clear – and documented for future reference when they forget, because they will forget. That’s a lot easier for all of you than their having to find somebody to ask and your having to take the time to answer something that could have simply been written down.
4. Get to know each other.
Plan a “welcome on board” coffee or lunch during the first week or so to get to know each other personally. Depending on the size of the team include the people your new hire will work most closely with. The foundation of any cohesive team is vulnerability-based trust and you can’t develop that kind of trust without getting to know someone.
5. Identify the training plan.
That might mean that you first have to create a training plan, outlining exactly what skills are needed or need to be acquired in order to accomplish the expectations of the role and what guidance, training or assistance will be provided so your new hire can confidently fulfill the responsibilities of the role. Depending on your company and the position the training plan should also include spending some time with people in other departments so the new hire can not only see what they do but also how all the components fit together. That’s also a great way for the team members to get to know each other.
6. Clarify markers of success.
The training plan should include very clear, measurable, markers of success. Understanding exactly what they should know and have accomplished at 30 days, 60 days, 90 days and possibly even 120 days and one year leaves little room for either of you to wonder if they’re “getting it” and doing what they’re supposed to. It helps you identify what, if anything, needs to be adjusted. Is it something they need to do, or something you need to help them with? That also provides you with a foundation to gauge their progress when you meet at 30 days, 60 days, etc. to discuss progress and areas you both need to improve on. Again, these should be documented processes for everything that falls within the employee’s realm of responsibility.
Do we really have to do this??
Of course not! Admittedly, setting up and implementing this process takes time. But whatever you do in the first day, week, month of a new hire lays the groundwork for success of the employee, and, in turn, the success of the business. Effective onboarding incorporates your new hires as a part of the team more quickly, enabling them to start producing the results they were hired for. And, once you’ve got the system, well – you’ve got the system!
So, do you really have to do this? No. But if you want to increase the likelihood that your new hire will be a lasting hire you need to – well, first you need to hire right to start with! – and then you need to have a plan that will get your new hire up and running and contributing in as short a time as possible.
At synergize! we know that every employee is an investment. synergize! helps you get the most out of your investment by getting the right people in place, developing effective processes to engage your team and set each new hire up for success, overcoming dysfunctions and developing top performers.
The original, written by Sarah Yohe, was originally published in the synergizer! June 2015 edition.