Fact: On-Boarding Key to Engagement
Did you know? According to the Wynhurst Group, new employees decide whether they feel at home or not in the first three weeks in a company and 4 per cent of new employees leave a job after a disastrous first day. And the cost of losing an employee in the first year is estimated to be at three times salary.
Did you know? New employees who go through a structured on-boarding program are 58 per cent more likely to be with the organization after three years. How effective a company is at its on-boarding process can transform a new hire into a dedicated employee, eliminating the cost of turnover and any bad word of mouth. Yet, far too many companies still rely on a reactive on-boarding process that fails to create an experience that truly engages new hires. What can a company do to ensure that build engagement from Day 1?
- Implement a formal on-boarding process. The best companies already understand that implementing a process is critical to building engagement - The Aberdeen Group in Boston found that 76 per cent of companies implemented a formal on-boarding process for new hires in 2006 compared with 40 per cent in 2005.
- Remember first impressions count. Companies are increasingly recognizing that the first impression a new hire makes of their work environment is critical to improving retention rates and improving the company brand. A new employee that feels engaged in the company on the first day of work will have a greater likelihood of staying with the company. New employees arrive on the first day with a mixture of excitement, nerves and enthusiasm. A non-existent or poorly planned on-boarding process can turn a carefully recruited employee into another statistic. A company should strive to see the new employee leave at the end of their first week, first month and first quarter with the same enthusiasm they had on the first day.
- Foster a sense of belonging and connectedness. Companies should aim to connect hires to each other, build opportunities for them to connect with their direct reports and peers and provide early and meaningful exposure to Senior Executives.
- Socialize the new employee. Part of engaging a new employee is introducing them to the company, its history, its vision and its values. Share stories about the company, share why it’s great and build pride in the brand.
- Provide information to the new employee. Building engaged employees starts with ensuring that they understand their role and responsibilities and how their role contributes to the overall success of the company. Start by providing the employee with the key responsibilities of their role and responsibility. Talk about goal setting, targets and expectations and provide them with the information and tools they will need to be successful from Day 1.
- Implement a mentor program. Assign mentors or coaches to help new hires in first 90 days. Mentors are to educate new hires and should be trained listeners. They need to be well respected and well-networked within the organization.
- Create an on-boarding process that extends to at least six months. Fostering an environment that has engaged employees does not happen overnight. Make sure you create a process that enables new employees to continue to network, that checks-in on new hires and provides regular feedback and information sessions.
- Ask for feedback. The best companies recognize the importance of the on-boarding session. Ask for feedback and learn from what you hear. Did you know? Only 5% of organizations undertake reviews of recent inductions and may be missing out on ideas for continuous improvement. (Von Rohr & Associates)
Comments
Indeed,it is true, it's always true. Comments ain't even necessary.
Posted by: Roland119 | April 3, 2008 03:41 AM