Why you need an Onboarding Practice that Rocks
7th August 2018
What’s your company’s onboarding process like? Do you go the extra mile to make new employees feel welcome or do you struggle to find the time for onboarding and hope your newbie will figure it out as they go? If you’re the latter, or if you believe that new hires should be thrown in at the deep end, you might find this approach is costing you dearly.
For example a survey found that nearly a third of office workers hired by an SMB didn’t end up starting work even though they’d accepted the job offer. 33% of these people said this was due to a lack of follow up once they’d accepted the job, or a negative experience with the company prior to beginning working there.
In addition, 42% of those surveyed stated they’d left a job within six months, with 33% of them saying this was due to not feeling welcome. One final statistic: 56% of respondents left during this same period as the job didn’t live up to expectations.
Non-starters and early quitters cost you time and money – and hurt your company’s reputation. So what can you do to limit brand damage and ensure you’re not wasting valuable resources on re-recruiting for the same role? It’s great to create a good impression in the interview but as the above data shows, you need to follow through and keep your future employee engaged and enthusiastic before their first day.
If you’ve ever joined a company and sat waiting for ‘someone in IT’ to ‘sort you out with a computer’ you’ll know how frustrating it is. That company likely didn’t have an onboarding process in place. Here’s how NOT to be that company.
Make sure you have everything ready that your employee needs to get started. That includes not only a desk and computer but the software and programmes to allow them to start working. Also have ready any forms they need to sign plus your onboarding guide – more on that in a minute!
Ensure your hire’s team know they’ve a new colleague starting that day, and that they know their name, background, position and responsibilities. The manager should also take the new hire around the office and introduce them to people in person.
Finally, being prepared is everything so have a designated backup person to run onboarding in case the manager calls in sick or is unexpectedly busy. If Mondays are manic, why not switch the start day to Tuesday?
So what should your onboarding guide contain? Include your company history and its values plus practical information such as a company who’s who guide. Detail what their job entails and what is expected of them. Also include info about benefits, holidays, how to call in sick, and disciplinary procedures. Including little details like if you have a casual Friday will be appreciated too: no one will feel part of the team if they arrive on their very first Friday suited and booted to find everyone else is wearing jeans.