After the recruitment process (the true first point of contact and first impression of the (future) employee with your company), we see the onboarding process as a crucial but often overlooked step. It should be used to turn employees into effective members of the organization: ready to deliver results, drive performance and act as ambassadors of the organization – for as long as possible.
Most companies focus on the recruitment process – or talent acquisition, if it’s done as part of a broader talent initiative. They oftentimes consider the job complete when there is a successful hire, a start date and a filled job opening. And if companies focus on onboarding, it usually is the important process of completing necessary paperwork. Crucial for compliance, yes, but not enough to properly onboard employees.
Why onboarding is important
A sound onboarding approach is a great opportunity to supercharge the effectiveness of the employee immediately upon the employee’s start. Contrarily, an incomplete onboarding process may leave employees unsure about the impact of their job, their role in the organization, the culture of the organization, and their place in the team .
We’ve seen employees lose powerful momentum, as they look for answers to basic questions, roles and responsibilities of others, and processes related to their jobs.
The numbers also speak to the importance of onboarding:
- It’s said to increase retention by as much as 25%,
- It can increase employee performance by 11%,
- Directly impacts retention: 69% of employees state they stay with an organization with a structured program,
- Roughly 15% of employees that quit said the lack of an onboarding program aided their decision to quit.
The Onboarding Process
Physical Onboarding
The actual, physical onboarding can consist of the following elements: paperwork, workstation, and hardware and software. If applicable, it can include industry memberships, parking, company car and other specific items. Having this done before or on day one means the employee can immediately make use of whatever is provided. It avoids frustration and workarounds.
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Workstation
Sometimes tedious, but always crucial: making sure that an employee has a place to work. A computer (desk- or laptop) and a phone will help the employee feel taken care of, valued, and supported from day one.
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Hard- and Software
If possible, it helps to make sure all hardware and software is ready before the employee starts. With everything in place, the employee can use downtime on the first few days. They can read, prepare email signatures, update address books, and familiarize themselves with systems, processes, and archives.
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Prepare the paperwork
Having a packet of paperwork ready for the employee to fill in shows that the organization has an iron grip on vital internal processes. Think of insurance and other benefits, necessary information for payroll, emergency contacts, phone trees and other compliance documents (think of I-9s). These can all be completed by the employee before or on day one. Build your processes in such a way that it is easy to prepare this for the first day of work.
Job Onboarding
In some organizations, the job onboarding consists of a short message. Training isn’t much better. “Here is your phone, and here’s a Rolodex: good luck!”. Jobs are getting increasingly complex. Processes within organizations are getting more and more automated using bespoke and company-specific tools, software, and workflows. So, having a good understanding of these practical items helps with ensuring the employee gets up and running as quickly as possible.
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Knowledge transfer
In the weeks before the employee starts, make sure either you or one of the team members lists the main deliverables, systems, processes, and contacts. It helps to collect these documents and items in a folder – a file folder if needed, but an online folder, accessible everywhere, is even better.
In moments where employees have a bit of time to spare, they should immediately use this to note down the processes they are involved in, and with that, create an effective and easy method to transfer knowledge. -
Mentoring
If your organization is big enough, you can consider appointing a mentor. Ideally, not the manager or supervisor to ensure the employee feels they can ask questions – even the ones they think are not smart – without repercussions.
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Frequent Supervisor-Employee Meetings
The manager should check in throughout the onboarding process, and during the first months of the employee’s employment. You will get important information on the employee’s expectations before and after day one, and it allows you to course-correct if needed. You’ll be able to understand what goes well, and where the employee needs support. It’s recommended to ask how the employee typically likes to receive feedback – and ensure the message is received and sticks, and how often.
You can also assess whether the skills of the employee are put to optimized use. And you can discuss whether the employee has hidden skills that should also be used in other areas. This helps maximize the employee’s performance, productivity, and effectiveness.
Informal onboarding
After all the paperwork is done, software has been installed and file folders have been completed, one final – and crucial – step of the informal onboarding remains.
Consider a few elements that involve you and other members of your management team, key stakeholders in the organization, and colleagues and co-workers. This all helps the new employee feels welcomed.
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Announcement
Prior to the employee joining, send out a short announcement by email. Use an internal digital bulletin board if your organization has it. The level of detail depends on the size of your organization. You can include in this announcement the employee’s role and place in the organization. Describe what they’ll be doing and their background. Include to an invitation the other employees an invitation to welcome them.
The benefits are considerable: the other employees will know the name and role of the employee. Not only does that mean that they’ll know who to turn to, for the duties and responsibilities, they can help with welcoming, assisting and onboarding in the informal and formal inner workings of the organization.
On top of that, it will more than likely make the new employee feel welcomed, relevant and proud. -
Organize a lunch
During the first few days, organize a lunch for the new employee’s colleagues and coworkers. It’s a good icebreaker. It will allow the team to get to know the employee in a more relaxed environment, and the employee will be able to interact with the team quickly and effectively. Doing it during lunch will not impede on the team too much, ensuring that most of the employees should be there.
If COVID prevents a physical lunch, you could think of organizing a virtual lunch. -
Assigning a buddy
Either formal or informal, having a buddy for the new employee will make life easier for everyone. Especially in the first few weeks, The newcomer won’t have to go to the manager with mundane questions about toner and restrooms. It will help create relationships on the work floor. Have the buddy explain the basics of the office, with an emphasis on the day-to-day items. Where to park, where not to go, unspoken office rules, lunch spots, et cetera. As time goes by, the number of questions will naturally go down, but the relationship likely remains.
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Check-in Meetings
Periodically, schedule time between the employee and yourself. Use a cadence: 30, 60 and 90 days can be a good interval. This can ensure you ask the right questions at the right time. It shouldn’t matter if the employee is doing well. Meet anyway, so you can ask questions about the expectations of the employee about the role and the company. You can discuss the onboarding process, culture, and other elements. If these are left unaddressed, they may negatively impact the satisfaction of the employee. They can even cause the employee to resign. It means asking hard questions, and in some cases, accepting hard answers. However, it is one of the only few ways to learn where the organization can improve. It’s too important to ignore.
About Us
Soaring + Company supports organizations to perform better through the performance of their employees and internal processes.
We can help you build your company’s culture and create policies and procedures to increase effectiveness. Reach out to us if you want to learn more about how we can help create a fitting and modern suite of policies for your company. Find this, and more, on www.soaringandcompany.com.
