Higher retention rates, engaged employees and effective communication are just a few of the advantages to having the proper onboarding procedures. Making the most of a new hire’s first few months can contribute greatly to their career development, as well as help employers learn what they’re doing right in the early stages of hiring.
However, in a fast-paced, technological world, the standard 90-day onboarding period can seem like a lifetime for managers. It’s more realistic to recognize that not all companies will require the same amount of time to get an employee up-to-speed. Ensuring that new hires become assimilated in the appropriate time with all the necessary skills and knowledge is crucial to their development and longevity with a company. So, managers should take care with how they get new employees up to speed.
Make the Experience Personal
It’s important to show new employees they are welcome in their new organization. Preparing them a designated workspace gives them a place to call their own and shows them their team is thoughtful and inviting. Though they should be encouraged to begin learning as soon as possible, managers should be careful not to rush the process.
Expose Them to Company Culture
Understanding the inner workings of the team is a great way to show a new employee they are valued. A major part of this process is to immerse them in the company culture. While it might make sense to assume money drives performance, peers and camaraderie is actually the #1 reason pushing employees to go the extra mile. This can be done simply by giving a tour of the facility and introducing them to everyone on the team, pointing out those who can be helpful to the employee’s professional growth. Encouraging new employees to take time asking team members questions gives them the chance to forge relationships and establish communication early on.
It’s easy for a new employee to feel overwhelmed on their first day so it helps to outline what the expectations for them are leading up to their first performance review. A lack of transparency will lead employees elsewhere. Managers should set measurable and attainable goals for the employee and then let them know which team members can be the most helpful to them as they learn the ropes of the job. A common approach to this is assigning a mentor to the new employee so they have an official and consistent contact.
Feedback is crucial to a new employee’s development. Sixty-nine percent of employees say they would work harder if they felt their efforts were recognized. Letting them know what they are doing right provides positive reinforcement and guides them to continue making those choices. Helping them understand the things that were done incorrectly is just as important, but should be done with care while they are still learning the processes necessary for the job. This interaction also gives managers the chance to get feedback from the employee on how the company is helping their development and anything that could have been done differently.
Check In Regularly
Once a new employee is settled in and left alone to do their job, managers should strive to check in regularly to establish lines of communication and determine if any unconscious mistakes are being made. Seventy-eight percent of employees said being recognized by their manager motivates them on the job. It also provides new employees with interaction they may not have sought out themselves.
The time is takes to get a new employee up-to-speed will vary, but isn’t something to be rushed. Paying attention to details other than the tedious day-to-day processes can provide new employees with a supportive work environment, fueling their success and performance.
Bio: Christine Marino
Christine is the Chief Revenue Officer of Click Boarding, LLC, a company that offers employee onboarding software and solutions. She is responsible for the sales, marketing and business development strategies. Leveraging her 18+ years of experience in the Human Capital Management space, Christine drives company growth through strategic partner relationships as well new customer acquisitions across the small to large enterprise markets.