Some companies may see the onboarding process as a necessary routine – something that needs to be done in order to get the employee ready to get on with their job.
However, thorough onboarding can speed up the rate at which objectives are met, but also help the new hire to get knowledgeable, comfortable and confident in the new role.
These are some of the common assumptions which may impair the formation of the framework:
- The new employee can just learn on the job, and ask if they have any questions.
- The work force is established and competent, therefore the new hire will have the same level of understanding
- The onboarding can be applied ad-hoc
- A structured onboarding process is overwhelming
- Entry level roles don’t require as much input
While it goes without saying that all of these are well worth considering, it should be noted that the reason for an organised onboarding process is precisely to avoid these mistakes.
Setting up a new starter properly introduces them to the company culture, procedures and tools available and required to succeed. It should also provide an understating of expectations, and consistent feedback on how these can be worked towards. Importantly, it sets a precedent for brand image and compliance. The proceedings don’t need to be as lengthy as they sound in order to be extensive. Below are the main points to consider when building the framework –
The most important starting point is a clearly defined structure – so that all parties involved know what will be happening, the extent and breadth of the plan. This encompasses welcoming, paperwork, orientation, policies and procedures, training, responsibilities and roles, feedback and (often overlooked) integration and socialisation.
As there’s a significant amount to cover, a clearly defined, structured timeline is essential to ensure each aspect is given its due diligence.
The schedule and detail of these components will vary hugely depending on the nature of the role, the company type and culture, industry, and many other aspects that vary role-role, and company-to-company.
Pre-planned scheduling also avoids overloading your new hires. The first few weeks of any job can be stressful and overwhelming. This may encourage some employers to cram in as much as possible in the beginning to “get it out of the way”. However, it has proven more valuable to take sufficient time to space this out, and allow time to process, interpret and apprehend the information and training.
Feedback throughout the process is also vital – both ways. Not only should management or leaders assess and advise their new team member as they build the foundations, but also encourage feedback on themselves, and the onboarding process.
Certain markers will measure the quality of your onboarding process, such as staff retention – particularly in their first year; but a pre-emptive marker is simply asking. Newer and older employees will all have different experiences of their first few weeks or months on the job – it’s worth checking in and seeming what has worked, and what needs improvement.
Flexibility is not inherently unstructured, it just allows a malleable approach to a set of established guidelines which are in place. No one method is sure-fire, and workplace trends and attitudes -not to mention legislation- change ever more frequently. Generational gaps are extending consistently, and staying adaptable is imperative to succeeding, which is applied to onboarding just as much as company growth and development.
A fine tuned onboarding process has proven to increase morale, and reduce staff turnover – ensuring a higher ROI, and a well-rounded professional environment.