Making sure a new hire gets a smooth start on the job involves a carefully conceived plan, what Human Resource professionals and recruiters call “on-boarding.” Put simply, it’s all the administrative, intentional, and logistical steps to ensure the new person has the basic knowledge and tools they need to get started on the job. It’s also the personal touch that makes them feel welcome, valued and it follows, more committed to the new organization.
It stands to reason that when you make a new hire, you should immediately start a checklist: desk, chair, computer, email account, phone, payroll and HR forms, office supplies, business cards, name plate, parking space, keys. These are the basics and you’d think at least these would be standard practice. But that’s not the case.
Just ask one of our candidates who was recently hired by a large Denver area employer. The day she was asked to start, her manager was unexpectedly out of the office and she waited in the lobby until some other co-workers could figure out where she was supposed to sit. She never received an orientation and it was over a month before she realized that her name had never been entered in the phone system directory, so she was missing important calls.
In another example of what not to do, a new hire told us she discovered that the person responsible for her training had been passed over for the same job. Suffice it to say the incumbent made the new employee’s first week less than enjoyable and productive. The new hire quit within the first two weeks after an exhaustive, expensive, six-week hiring process.
Good on-boarding practices involve introducing the new hire to company policies, showing them around the building, introducing them to other staff members and key people they will need to know to get their job done, setting up a training schedule, and assigning a mentor. Having one person assigned to help the new person get settled is always a good policy. And thoughtful touches, like having their business cards ready when they arrive and having other staff members stop by to say hi, sends a clear message that this person is a welcome part of the team. It’s important to also have a medium-term on-boarding plan in place, such as addressing any skills gaps identified in the interview process or early training along with a long-term plan for each new employee’s career growth.
Done properly, a thorough on-boarding process can help save money, and drive frustration and confusion out of a critical step in welcoming new people into your company. It can also increase productivity and translate to increased engagement and better retention rates.
If you don’t know how you’re company is doing in on-boarding its new employees, just ask the last three people you hired for feedback. Perhaps even get their assistance in designing a more effective on-boarding process for all potential new hires.
Transversely, when you’re the new hire you’ve got to do some preparation as well. Transitioning to a new role is a time of excitement and stress. First, if you can afford it, please take at least a week off in between leaving your old job for a new position. This break will give you time for reflection, sleep, and an opportunity to catch your breath. You can also use the time to prepare for your new role and responsibilities; if you didn’t do it in the interview process, begin to map out your strategy for success within the first 90 days. Think through the opportunities and challenges of the new role in conjunction with your own strengths and weaknesses. Thinking objectively and strategically before you start, will enable you to more quickly adapt to your new position.
On-boarding or new career transitions fail when new employees either misunderstand the new responsibilities of the job, or they lack the skills or level of flexibility required to manage them.