By Sherif Attar
In a world of ever-changing ambiguity and uncertainty, executives have to face two challenges: excellent performance and people development. Where many managers think those endeavours are “competing”, this author believes they are “completing”. GET DOWN TO BUSINESS argues.
Adapted from Sinazo Sibisi&Gys Kappers
Labour shortages are growing around the globe in a wide range of sectors and types of roles. As the world’s labour market continues to shift, the companies that retain key talent and invest in their workforce will be the ones who invest in employee onboarding.
The purpose of onboarding should be setting new hires up for success and decreasing the time it takes for them to become comfortable in their new roles. In a 2020 survey by Workable, respondents in HR reported remote onboarding as the biggest hiring challenge during the pandemic, and it continues to challenge employers.
Even before the virtual shift, more than one-third of companies lacked a structured onboarding process. Considering that poor onboarding can leave your employees with lower confidenceand an increased risk of jumping ship when they see more exciting position elsewhere.
The keys to onboarding success
Recent hires need opportunities to form workplace relationships with their managers, peers, and key stakeholders. The following three steps can help managers create strategic onboarding processes.
1. Set clear goals and measures for success.
Make sure goals encapsulate the four Cs: compliance, clarification, culture, and connection. Ask:
• Have you clearly identified and explained the policies and procedures employees need to comply with?
• Have you clearly set employee job expectations and linked them to time-bound measures?
• After completing the programme, will employees have a full understanding of your company culture and be supported to establish relationships vital to their success?
• Where do your organisation’s capabilities need to be improved upon to execute this new programme?
• How will you improve and maintain the work-life balance of new hires on an ongoing basis?
Now, it’s time to decide how you plan on measuring success. Your measures should be directly linked to your goals and include quantitative metrics and qualitative metrics. Arriving at these goals and measures requires input from stakeholders.
2. Create a multi-departmental onboarding team.
This will include relevant teams, key stakeholders, and the CEO. Before making the introduction, ensure the team knows why the new employee has been hired and what roles they will play. It’s important that new hires interact with stakeholders outside their immediate team. Managers can help build these relationships. Ensure that connections are running smoothly.
An often overlooked (yet critical introduction to make) is between your new hire and your company’s CEO. Schedule a one-on-one or group coffee between the new hire(s) and your company’s leader. If this isn’t realistic try holding a special party with the newest employees, the executive team, and your CEO. Connecting new hires to the CEO will give them a sense of inclusion in the company as well as cement the idea that the growth they represent for the company is important.A great first meeting with the CEO stays with employees for a long time, positively impacting their sense of belonging and commitment.
3. Provide support throughout the onboarding journey.
During onboarding, managers should focus on cutting down the time spent on new hires’ administrative duties and increasing time spent on performance coaching and creating connections, like the following:
• They can view a welcome video, complete their initial documentation, and receive their day-one schedule.
• On day one, you can track whether the new hire has successfully completed their schedule for the day. You also can receive feedback regarding their day one experience, allowing you to take corrective action.
• Monitor whether new hires have read critical company information, check for completion and pass rates for learning modules.
• By the end of the programme, depict the level of achievement in onboarding goals .
Lastly, ensure this new platform integrates with your overall human resource management system. That way, you can easily track the impact of your onboarding program on actual new hire on-the-job performance and levels of new employee satisfaction.
For questions or suggestions, please send your comments.
Sherif Attar, an independent management consultant/trainer and organisation development authority, delivers seminars in the US, Europe, Middle East and the Far East.
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