MANY organisations in Western Australia have a blind spot post-hiring, but a well-considered onboarding program can correct it and help make sure new employees stay the course.
Research undertaken by Hays found that just three out of 10 businesses back up appointments with a formal onboarding process (this is the process of helping a new employee make the transition to a new organisation, from the point of offer to her or his first day).
So despite the immense time, effort and cost that can go into identifying and securing the right candidate, the majority of businesses are failing to make the best use of the key time between offer and arrival.
At Hays, our experience tells us it’s important to develop and maintain a conversation with a new employee, or hire, during the pre-start notice period. There are a number of basic things organisations should consider to make the onboarding process more successful.
For example, you could share information via an online starter pack that will help candidates get to know your business. It could include company information, corporate videos and team profiles (especially of people they will be working closely with).
For people who are relocating, it’s also a good idea to provide information about an area’s local amenities and schools. We’ve also seen cases of an organisation setting up a diary for the new employee’s first two weeks in the job.
Importantly, maintain regular contact with the new hire throughout the probation period.
But the work isn’t done when your new employee walks in the door. Our research found that induction after day one is also often lacking. While an onboarding process starts from the acceptance of an offer and concludes on day one, the induction process starts on day one, although the two will often be used interchangeably.
In our research, more than three quarters of those polled said a single day was spent helping people make the transition, with 10th spending just half a day, 1 per cent devoting an hour and only 13 per cent recognising the value of making induction a much longer process.
Perhaps it is not surprising, therefore, that one in four senior appointments fail due to poor induction. Whether this is because of the employee being unwilling to bend to new organisational values, organisational failure around the transition or even blind indifference before a new person starts, the net result is a waste of time and resources.
But the probation period is a two-way process; the employee is also deciding whether they want to stay.
Thus an induction program should build confidence and competence at the start of the employment relationship, which ultimately helps your new staff member become more productive.
Importantly, an effective induction program consists of two key elements. The first is identifying the tools and knowledge required to perform the role, and the appropriate people to deliver this knowledge.
The second, and often neglected element, is the engagement of staff with the business and what it stands for. In other words, communicate your identity as a company that includes the company’s culture, who you are and why you have the market position you have – it should capture your new employee’s heart not just their mind.
Anyone can be part of this induction process – from a PA providing computer training at the employee’s desk to a manager discussing why a certain approach is used with a key client. In fact, paying personal attention to people creates a positive environment and imparts not just skills but cultural understanding.
This is another reason why it is important to utilise a range of strategies. For example, formal classroom training, sitting next to an employee watching them work, attending a client visit with a top performer, and reading customer feedback forms. Such strategies will induct your new employee into the way your business runs and their role in it.
Managerially, also ensure your induction program includes relevant human resources, occupational health and safety, payroll and other related legislation or subjects. Also, make sure someone takes your new employee for lunch on their first day so they are aware of where to go and where they can grab a coffee.
Look upon your onboarding and induction processes as the commencement of an ongoing development commitment to your staff.
Jane McNeill is senior regional director of Hays in Perth.
Contact Jane on 08 9322 5383
