Read The Weekly HRExaminer v1.28 Now Feature | Onboarding Week It’s the onboarding issue at the HR Examiner and we’ve got some great news, opinion and resources to help renew your Onboarding program. As smart as an early intense orientation might be, hiring often happens in an environment where that isn’t possible. To address this […]
I tell people we’re helping with their onboarding that we have rock-solid, crystal-clear process…that we never follow. As Mark and Lilith point out, you must tailor the onboarding approach to the setting. To expand on that, you must tailor the onboarding approach to each individual new employee and to their manager. The most critical partnership is the one between the new employee and his or her manager. Success is largely dependent upon their ability to take existing processes and tools and adapt them for their specific situation.
We estimate 20-40% of that “buyer’s remorse” can be alleviated with an effective onboarding program. The key elements of the program will be ensuring the new hire understands and learns how to navigate the culture, creates networks that support them personally and professionally, learns company culture and his/her role in executing it, and gains insight and support to achieve career progress. The hiring manager has a role in supporting or teaching the new hire in each of these areas throughout the first year, and through their participation the hiring manager will see better results.
How soon would you be confident assigning a new employee to work with your most valued customer? When do you know a new employee is likely to stay and be a productive member of your team? When do you know a new employee can be trusted to work without constant supervision? New employees are still a gamble. Even with the best hiring process, there’s no guarantee of success. There are plenty of downsides to employees who are slow to fit in or who never really fit in. Therefore, the goal of any successful onboarding process or program should be to get new employees up-to-speed and working with their team as fast as possible.
When software vendors use the term, it can mean anything from ‘managing and tracking all of the necessary actions and forms’ to ‘automatically having all of the necessary forms filled out in advance’ to ‘having a data bundle ready for the HRIS system to import’. When Learning and OD people use it, it means a range of things that look a lot like an orientation. Onboarding consultants will insist that the term means something much more than the traditional orientation.
Read The Weekly HRExaminer v1.27 Now Feature Parts I & II | What’s the first thing you’d change – Editorial Advisory Board Poll #1 This issue is a real treat, like a present about to be unwrapped where you can’t wait to see what’s inside. We’ve got ten multi-dimensional voices from business and HR answering […]
What is the first thing an HR department should do to improve its value to the organization? A seemingly simple question with what should be simple, straightforward answers. Maybe. It turns out that there are a lot of ideas out there for what HR should do, or could do, to be better – from the actionable, […]
HRExam Poll #1: The Most Important Thing Our Editorial Advisory Board is an amazing collection of bright and seasoned minds from around the industry. I occasionally tease member Kris Dunn that it is a Fistful of Wisdom and Experience. Members are chosen for their unique point of view and depth of expertise. Each member promises […]
Colin W. Kingsbury is the president and co-founder of HRM Direct, a leading SaaS provider of applicant tracking and onboarding systems to mid-sized organizations. Colin brings a lifetime of experience from both in and outside of the software industry, having previously held positions in product management, software engineering, sales, and as a newspaper journalist with […]
In The Know v 1.25: Brands, Jargon and Targeting
Five links to accelerate the value your HR delivers.
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