Via Gallup : Why the Onboarding Experience Is Key for Retention
“Rock Stars Wanted” might not be the job-posting headline, but it’s the underlining message companies communicate during the recruiting process.
Most companies want the best talent, and they do not shy away from making that perfectly clear. Slackers need not apply.
So they woo candidates with promises of unique cultures, perks and opportunities during the recruitment phase. And the company’s employee value proposition (EVP) becomes a distraction meant to lure top talent and set the stage for what’s to come if you’re one of the fortunate few — one of a kind — who receives the coveted offer letter.
A company’s EVP sets the stage and expectations for the rest of the new hire’s employee experience.
Unfortunately, many organizations fail to deliver on the promises they make during recruitment, resulting in a poor onboarding experience and a setback to the connection they initially established with the new star.
Gallup finds that only 12% of employees strongly agree that their organization does a great job onboarding new employees. This failure gets in the way of the formation of an emotional bond between the new hire and the company — a connection that can make or break retention.
According to the Society for Human Resource Management (SHRM), employee turnover can be as much as 50% in the first 18 months of employment. Employees leaving the workforce can be expensive and put pressure on highly burdened resources as well as a company’s financial bottom line.
SHRM estimates that it will cost a company six to nine months of an employee’s salary to identify and onboard a replacement. Others in the field believe the cost to be much higher.
How to Avoid New Hire Turnover and Disengagement by Understanding the Journey
The decision to join a new organization is often accompanied by leaving another, and new hires are placing bets that their new role will be better than the last, fulfilling a need the previous employer was not. It is a decision that starts with rational considerations but is ultimately decided based on emotions.
Applying for a new job is a decision that people make after asking for opinions from friends, family and colleagues. It’s a choice they make after searching online for ratings and reviews from current and past employees, and after listening to the company’s promises during recruitment.
After making this decision, all future interactions people have with their new employer shape their perceptions of what it is like to be on the “inside” — to be an integral member of the organization.
From an employee perspective, onboarding involves a series of firsts: first day on the job, first time meeting a manager and coworkers, first work projects and tasks, and first opportunities to share their talents with the organization.
Eager about their new role, enthusiastic about how they will contribute and anxious about how their colleagues will receive them, new hires head off to their new position with visions of what it will be like when they arrive.
This anticipation is accompanied by high levels of adrenaline as the excitement — and nervousness — builds for that first day, week and month.
With all of this in mind, companies should make sure new hires feel welcomed and immediately appreciated, quickly developing a sense of purpose and belonging.
From an employer perspective, onboarding is the best time to deliver on the EVP and other promises made during the job-seeking and candidacy stages.
Rock Star Employees Wanted but Not Truly Welcomed
The transition from candidate to employee should feel like a natural handoff that continues the momentum and fuels the excitement for the new job.
Deviating from the energy generated during the hiring phase to treating the phase of onboarding as a one-day — or one-week — event, or as an administrative process focused on paperwork, orientation manuals and supply cabinet shopping, puts an early strain on the employee-employer relationship.
Throwing new hires into work immediately without training or context, not socializing — or even introducing — them to the rest of the team, focusing on tactical work too early, or not meeting and receiving feedback from managers early and often are more the norm than the exception.
But this isn’t how it should be. Companies should treat onboarding with the appropriate amount of enthusiasm equal to or greater than that of the new hire’s. The time leading up to and extending beyond the first day on the job is all part of onboarding.
Don’t lose the momentum you’ve gained during attraction and recruitment by failing to deliver during the onboarding process. Welcome new hires like they are the rock stars you diligently selected.
If you don’t welcome new employees like rock stars, the experiential disappointment could start them off on an emotionally slippery slope, leading to low engagement and seeking out a new opportunity.
Via Facility Executive : 8 Tips For Onboarding Employees
The days and weeks after employees join your facility management department represent a time of unique opportunity.
The days and weeks after employees start in your facility management department represent a time of unique opportunity. Can you teach them new systems and skills? Of course you can. But have you also stopped to consider all the other important goals you can reach during the onboarding period? To name just a few, facility management leaders can…
- Grow and encourage adoption of your culture
- Get new hires to understand, promote, and believe in your vision and organization’s brand
- Sow the seeds for outstanding customer service
- Cultivate the kind of spirit and energy that customers will value
- Hear creative ideas from new employees who have a fresh perspective
- Build retention by proving that your organization is a great place to work
- Set up communication channels with new hires that will improve operations throughout the organization
Those are only a few of the opportunities you have during employees’ first weeks at your organization. But how can you take advantage of them? Here are eight approaches that work.
1. Start by Having a Well-Defined Onboarding System.
Many companies just wing it, with negative results. Still other companies see onboarding as little more than filling out forms, setting up company email accounts, and showing new employees to their workspaces. Because new hires start their jobs without a deeper understanding of what is expected of them, they make mistakes that quickly become costly habits that must be corrected later on.
Many problems can be avoided if you set up a structured onboarding system that functions as high-level training. On their start days, new hires can meet individually with HR representatives to fill out forms, for example, and then meet as a group to watch videos and learn about your company, its brand, and its values. After lunch, they can be trained in the basic skills their jobs demand; watching training videos, engaging in work simulations and working alongside current employees can work well to reach those goals. And after day one, they should attend regular follow-ups to address problems and reinforce basic concepts and skills.
The operative strategy is to clearly define ahead of time exactly the skills and behaviors you need, and to create a concise mini-curriculum that tracks to them.
2. Set Up Genuine Mentoring Relationships between New Hires and Successful Current Employees.
Remember, mentors’ goals should not be to get new hires to imitate what they do, or even to adhere to company systems. Their purpose is to discover what new employees would like to accomplish at your company, and to help them reach those goals. In short, mentoring is not about the mentors or strictly about your company, but about the employees who are being coached.
3. Find Ways to De-layer and Free Up Communications
Invite new employees to brainstorming sessions where their new ideas are collected, posted, discussed — and put into action when appropriate. Also consider setting up de-layered systems — like virtual suggestion boxes on your company intranet — where employees at all levels can present suggestions directly to top company executives. If employees can only submit ideas to their immediate managers, you have created a communication structure that carries a risk of demotivating front-line and entry-level personnel; just one supervisor who stifles new ideas can do great damage to your company.
4. Don’t Do Training on the Cheap.
One thing is for certain: if you are only handing out employee handbooks and having new employees fill out withholding forms, you are missing out on some great opportunities. If you can set up mobile training that sends out pings to remind employees to use specific skills they learned in training, for example, you could increase your training ROI dramatically. The lesson? Spending a little more to deliver great training is a money-maker, not a cost.
5. Within Your Budget, Customize Training for Each Employee.
Even “standardized” training can be enriched by creating individualized training elements for each new employee. You can evaluate the skills of your new hires during training and address them directly, for example, or help employees overcome anxiety about performing certain parts of their new jobs. Investing just a little time to give training extra value can go a long way toward getting new employees up to speed faster.
6. Stress and Reinforce Your Mission Statement, Vision Statement, and Strategic Plan.
The onboarding period is a highly effective time to share the big picture about your orgnaization and to get employees to buy into your most important goals and priorities. Instead of waiting for employees to discover these critical priorities, start talking about them soon after new hires come on board.
7. Consider Creating a Career Plan for all New Employees.
You won’t want to do this for seasonal or short-term employees. But for employees whom you would like to stay with you for the long term, consider sitting down with each of them to create individual career development plans that spell out what they need to do to be promoted within your organization. You could say, for example, that the organization will provide technical training to help them move into their desired career path at your organization.
Millennials, especially, are more likely to stay for the long term if they know the ropes and understand what it takes to build a long-term relationship with your organization.
8. Evaluate Whether You Are Acting like a Great Employer.
This is something you should always do, not only when you are training a new class of employees. So take the time now to benchmark your company climate, benefits, quality of work/life balance, and other factors against others. Unless you have the best of everything, you cannot expect your employees to commit to working with you for the long term.
You see, retention starts with you, not with your employees. Unless you commit your efforts to becoming an “employer of choice” — a company that people talk about and would love to work for — your department will not be contributing its fullest potential to the organization overall.
Via Human Resource Executive : Does Your Onboarding Need Some Work?
According to a new survey, HR leaders think their organizations’ new-hire programs are lacking.
Onboarding—or the process by which companies acclimate new employees to their positions, and to the organizations’ policies and practices—can be a vital opportunity for new hires. However, it’s one many companies are missing out on, according to a new report.
New Hire Momentum: Driving the Onboarding Experience, by Kronos Inc. and Human Capital Institute, surveyed 350 HR leaders about their companies’ new-hire strategies. One of the most significant findings was that 76 percent of respondents—who represent U.S. companies of varying sizes and in different industries—said their organizations underutilize onboarding. Nearly a quarter of participants said their employer has no onboarding program at all.
Of those that do have an established strategy, the focus may need some work. Study organizers proposed there are three main types of onboarding content: people, performance and paperwork. Far too often, they found, new-hire programs center on the latter.
Survey respondents said that more than 40 percent of their onboarding programs for external hires are paperwork-centric, such as filling out benefits forms and going over compliance documents. But that’s not where the emphasis should be, they said.
Sixty-two percent of participants think the primary goal of onboarding is to integrate employees into the office culture. In reality, that “people” focus only accounts for 30 percent of onboarding for managers, and just 27 percent for non-managers.
Sharlyn Lauby, president of ITM Group Inc., notes that many organizations aim to get new employees right “out on the floor,” leaving HR to “cover the paperwork.”
“The reality is, employees would be more productive if they had time to digest all of the change and newness that comes with starting a job,” Lauby says. “New hires would be more engaged if they understood how they fit into the organizational culture and how their actions contribute to strategic goals.”
Among the activities survey respondents said can best acclimate new employees to a company’s culture are meetings with key stakeholders and senior leadership, team-building activities and peer mentoring. It’s not just about making small talk with the person in the cubicle next to you; the study found that companies whose new-hire programs more strongly emphasize a people approach report better talent and business outcomes.
That statistic supports other research that points to the business case for good onboarding: For instance, a 2007 study from the Wynhurst Group found that new hires who undergo a formal onboarding program are nearly 60 percent more likely to stick with the company three years later than those who didn’t.
However, respondents in the Kronos/HCI study largely reported that their organizations weren’t well-positioned to support an effective onboarding process. Fifty-seven percent said managers were overtasked and don’t have time to invest in acclimating new hires. Other challenges include the inconsistent application of onboarding programs, a lack of tools to measure their effectiveness and insufficient technology to automate the process.
Lauby—an author, writer, speaker and consultant on HR topics—says companies can face those challenges by simplifying the onboarding process to three key elements: what employees need to know, when they need to know it and how they can get that information.
“Do employees need to know about performance expectations during week one? Yes. Do they need to know how to transfer to a different department? Probably not right away,” Lauby says, adding onboarding should be looked at as a “long-term process,” and one that also encourages new hires to do some self-learning.
“By effectively managing new hires’ time and company resources, employees can become productive at an optimal pace,” Lauby says.
Via Real Business : Does your employee onboarding go with a bang, or fizzle out like a damp squib?
It’s understandable that businesses want to get new talent onboard quickly, but beware you don’t immediately dampen the enthusiasm of your new hires under a deluge of paperwork.
Taking on new hires should add a spark to your business during the employee onboarding process, rather than it feeling like it’s burning out like disappointing roman candle. For Bonfire Night, we light up a box of fireworks to focus on the different kinds of onboarding experience that businesses offer onboardees when starting a new role..
The Rocket – getting talent onboard quickly
Rockets rush up into the sky, in an explosion of noise, to create dazzling and sometimes overwhelming displays.
It’s understandable that businesses want to get new talent onboard quickly, but beware you don’t immediately dampen the enthusiasm of your new hires under a deluge of paperwork.
Sending out a huge bundle of contracts, offer letters and supporting documents can be overwhelming for candidates, and can mean that you spend time chasing their return.
Make use of templates for things like offer details and contracts to ensure details are accurate and up to date.
Think about which documents are necessary and relevant to your onboardee, and which topics are better covered when they start working for you.
Using digital technology such as webonboarding makes it easier for candidates to complete, sign and return documents so that you can get them onboard without delays.
Catherine Wheel – whirling around to ensure the correct people are involved
Does hiring a new starter send you off in a flurry, firing off sparks in a whirl of chaos?
If getting someone new into your business means HR, Managers, IT, security, finances and contract departments running around in a state of confusion, then onboarding planning and organisation can help stop things spiralling out of control.
Having a central resource for information, and a well thought through onboarding process helps to save time and eliminate mistakes during employee onboarding. Using online software such as webonboarding can ensure everyone knows what’s happening and understands their role in welcoming a new employee to the business.
The Blaster – onboarding starts from the moment the role has been offered
Shooting off with a screech, all goes silent with this firework until it explodes with a boom and crackle of sparks.
Does your onboarding process start off with great intentions and then go quiet? Do onboardees drop out before they start work, causing the whole process to come to a crashing halt?
Sometimes it can take several weeks, or even months, between making an offer and new starters turning up ready to work. If they don’t hear from your organisation, onboardees may get cold feet, or be tempted away by another offer.
Onboarding should start from the moment the role has been offered. Engage with your onboardees early and keep in touch throughout their notice period. Make them feel like they are already part of your business and give them an idea of what to expect when they start work for you.
The Sparkler – keep the sparkle alive in the onboarding process
This all-round firework favourite dazzles and delights.
Remember, remember offering onboardees a sparkling start to a new job means your organisation should make an effort to impress them as much as they impress you. By demonstrating how your business values its employees from the moment you make an offer you can start to make them feel part of the team.
First impressions can have a big impact, and staff who are unhappy in their new role will quickly decide to move on. Those who have had an effective onboarding process and who feel part of your organisation are likely to stay longer.
Overall, communication is key and can help new starters to begin adding their own sparkle to your business success story.
Via Human Resource Director : Why are so many onboarding experiences bad?
Most employees look forward to starting a new job. But what if the introduction turns into a bad experience?
A recent online survey of 4,000 office workers in the UK, USA, Australia and New Zealand by cloud-based webonboarding.com revealed that over a third of new starters have had bad onboarding experiences in their organisations.
These experiences led them to regret joining the firm or to leave the job altogether. In fact, 22% of respondents changed their minds before their official start.
For example, 36% of those surveyed said they did not have basic equipment such as a computer on their first day. This caused them to feel like they were joining an unprofessional company.
Fifty-six percent of workers said they did not receive full training and have a sufficient induction plan – when support is seen as pivotal to the overall development of a new employee.
“The findings of our research have highlighted extreme flaws within the onboarding process that are having detrimental effects on global businesses. Major themes throughout were neglect, disorganisation and a lack of engagement,” said Adam Reynolds, CEO of webonboarding.
“Remarkably it seems to boil down to businesses failing to invest the time and focus you would expect to receive in the first few months of joining a new organisation.”
Among those surveyed, 71% said they would have settled into their role quicker had there been a better process in place.
Sixty-nine percent said a good onboarding process would have improved their overall job performance.
Reynolds highlighted the need to prepare all required equipment, materials and training for increased engagement of the new employee.
“Our aim with these results is to make businesses sit up and listen,” he said. “We wouldn’t treat our customers like this, so why would we treat new staff with such disregard?”