The first 90 days on a job are the most
critical for a new employee. Employers need to understand that this period is the most significant for a new hire.
With the unemployment rate currently less
than 4 percent, retention of good talent is
critical. One path to employee retention is
to implement an effective on-boarding program. Employers need a strategy to integrate new hires into a corporation’s procedures, culture and vision.
Smart Business spoke with Leslie
Peterson to learn more about the value of
on-boarding both temporary and direct-hire employees.
How does an employer benefit from a strong
on-boarding program?
Companies that have structured on-boarding processes in place spend fewer
dollars on recruiting and hiring due to a
lower turnover rate. Perhaps the best benefit of on-boarding is employee retention,
partnered with loyalty and increased productivity. According to Westwood-Dynamics’ Web site, employees who go
through such a program stay with a company for at least three years longer than
employees who are not offered an on-boarding process. The relative cost of on-boarding is low compared to the cost of
turnovers. The expense of one employee
turnover can be up to 1.5 times the salary
of the position.
How do employers create a successful on-boarding program?
There are a variety of ways to set up a
solid on-boarding program. Employers can
start by evaluating their current plan, creating a checklist and providing a mentor. The
primary goal is to set up the new hire for
success through information and training.
The on-boarding program needs to be consistent and ongoing with follow-up throughout the employee’s first year. Periodically
checking in with new hires and assessing
their development will assure them of commitment to their success.
When does the on-boarding process begin?
Ideally, on-boarding begins before the job
is even accepted. The employer should ask
new employees to explain their concerns
about the job before they start. When new
employees are permitted to relate their
fears early, employers can be proactive
about potential tough periods in their
process. By mainstreaming the new-hire
process, employers can retain top talent
and help their bottom line grow.
Post acceptance, the hiring manager
should go over some key items with new
hires, providing specifics as to where to
park, dress code, items to bring for paperwork, when to arrive, whom to ask for and
what to expect on the first day. That
process will ease the new employee’s jitters, save time and serve as a starting point
to plug him or her into the company.
What can employers do on an employee’s
first day to ease his or her transition?
The first day of a work with a new
employer is difficult. Often my candidates
have told me that they feel out of place or
uncomfortable asking for basic information that is second nature to seasoned
employees. They need to be given a tour of the office, introduced to the team, shown
restroom locations and told what time
lunch is typically taken. These are simple
suggestions but having a basic working
knowledge of the office can ease tension
on that first day. In addition, established
employees can check in with them periodically to engage new hires and make them
feel welcome.
What steps should be taken after the first day?
The most crucial step is to check in with
new employees to see how they are handling training and adjusting to the team.
Thirty days into a new position, a new hire
can begin to wonder if he or she made the
right decision. Why? Relationships. Employers should check in with the new hire at the
30-day mark to see how the training process
is preparing the employee and to see if he or
she has developed at least one relationship
with a fellow employee. Pairing new employees with a mentor connects them with
the team, gives them a forum to ask questions and helps them to learn the company
culture.
What is important to new hires during the
first 30 to 60 days in a new position?
Challenges and successes begin to surface between 30 and 60 days after a hire.
Sometimes, new hires still wonder if they
really know what is expected of them, if
they have had an opportunity to exercise
their strengths, if they received recognition
recently and whether co-workers care
about them as individuals. If the answers to
these questions are no, then the employer
and the new hires should discuss why that
is and to whom the employees can talk to
resolve these problems.
Ultimately, investing in people with the
right values and tools of support will deliver the organization’s goals and everyone
will reap the rewards.
LESLIE PETERSON is an executive recruiter, CTS, with Delta
Dallas. Reach her at [email protected] or (972) 788-2300.
