By: Brigg Patten
Over 69 percent of employees are still employed by a company three years after they start if they receive great onboarding. While training for job-specific skills should be part of an onboarding program, it is important that the program helps create connections between new employees and mentors, communicates the company’s mission and core values and allows managers to make wise use of their time when bringing a new employee onboard.
After the legal paperwork has been cleared up before day one, then the first thing that should happen is training and development. Within the first hour, new employees should learn the purpose of the organization. Giving new hires clues about what the company values is an important part of integrating them into the company. Once you allow new hires to catch the spirit of the company, they will be ready to deal with your customers much more effectively.
New hires are very nervous especially during the first few days on the job. Spend a few minutes talking to them each day in an open manner that encourages them to ask questions. Clearing up any questions early makes them feel more secure in their new position. Make sure they know at least one person in the company who they can ask any questions that might arise. Invite them to join you or other employees for lunch or for a fun outing after work.
Too many new employees see their supervisors only when something goes wrong. Instead of creating a spirit of fear in new employees, let them know that you really care about them and their needs. Do not make them hunt office supplies or other things necessary to do their job if you want them to stick around. Statistics show that employees who have what they need to complete their jobs are 80 percent more likely to be there in a year.Set up opportunities for them to engage with company leaders in a fun environment where they can catch inspiration from charismatic leaders.
Set Short-Term Goals
When you bring an employee onboard, then set short-term goals that are specific, measurable, achievable, relevant and timely. Most companies start with a 60-day goal. Then, they hold a meeting to make sure that the employee has met or is working toward those goals. Do not wait, however, if you have any concerns. Give the new hire an opportunity and the resources to correct a problem so that their 60-day goal is easily achieved. After they have experienced success, then set a longer goal. Remember that success often snowballs, so make sure goals are clearly enunciated and are easily achievable.
Keep Encouraging New Hires
Many new hires fall in love instantly with jobs that are great fits for them. Then, after about a year, their interest begins to wane. Do not let this happen to your new hires. Make sure that you continue to encourage all of your employees. One of the best ways to do this is to maintain an open door policy.
Training and development is often an overlooked area especially for many young companies. Start by making sure that you have a formal onboarding process that encourages fun and connections with other employees. Give the new hire specific goals that you expect them to complete, and make sure that you are constantly checking with them to encourage their progress along with providing the needed supplies. While it takes work to onboard new employees, companies who do this successfully are much more likely to retain their new hires.
About the author
Brigg Patten writes in the business and tech spaces. He’s a fan of podcasts, bokeh and smooth jazz. His time is mostly spent learning the piano and watching his Golden Retriever Julian chase a stick.