It is bizarre to see how much time and money is invested in recruiting and selecting new staff. It is, therefore, surprising how little time is invested in a good training process. So many companies that still throw people in the deep end and think that employees can get by.
WHY RECRUITMENT COSTS SO MUCH TIME AND MONEY?
A vacancy job profile must be written. This must be placed on various job boards. Then companies have to dig through hundreds of CVs. Conduct multiple job interviews, second rounds, and sometimes third rounds. Sometimes investments are made in personality profiles. HR then has to draw up contracts and complete an entire administration. All this together is quite a costly process.
INVESTING IN BETTER EMPLOYEE ONBOARDING PROJECTS
More must be invested in good training courses. When we talk to people, we always hear that they are not satisfied with the induction. Often dull, long days, and you are waiting to make and feel useful. Often people are thrown into the deep. There is a book "the first 90 days". This book is about, among other things, that it takes at least 90 days before someone can add value to a team. The book is interesting for managers, for people who are promoted or starting a new job.
STEP-BY-STEP PLAN TOWARDS A BETTER ONBOARDING PROCESS
Make sure the new employee has a conversation with the manager on day 1. Employees especially want personal attention and appreciation from the manager. Employees must want to work for the manager and be enthusiastic.
Start with an explanation about the company. What's important. What culture is? Why things go a certain way?. What choices have been made? What the goals are?. What is the focus on now? At some companies, you can see company presentations or an introduction day at a head office.
Assign a permanent familiarization person. This is the person to whom the new person can ask all questions such as: questions about breaks or other simple things, he/she will have a buddy.
Not everyone is crazy and outgoing. Help put the new employee at ease. Arrange for lunch together. Make sure there is interest. Involve the new employee. Make time for this, plan short introductory meetings, etc.
Be in regular contact with the new employee. For example, on day 1, end day 1, end day 3, end of week 1. Do this 3 times a week for the first month and then reduce it a little. Get involved and give that personal attention and reward the commitment of the new one with compliments. Compliments give people wings!
Make a good plan of what you want the person to learn and master each week. Communicate this. What we often see is that expectations are not clear, and this can cause confusion. Also, give the employee something to hold on to. This document is then immediately a guide for the conversations and contacts. What goes well and what does someone run into etc.
We hope you can do something with these tips and re-examine your induction process. Let us all ensure that more pleasant workplaces are created.