ONBOARD NEW EMPLOYEES
WHY IT MATTERS
The most opportune time to influence the long-term success and alignment of new employees to the organization’s mission, vision, and culture is the moment they walk through the door for their first day of work. It is not easy for new employees to face new people, new work, a new culture, new expectations, new managers, and a new environment. Leaders who onboard new employees, by providing them with strategic experiences to initiate their employment, provide a foundation that will jumpstart their future success. Leaders who fail to effectively onboard new employees risk prolonging the amount of time it takes for them to become comfortable and reliable contributors to the organization.
WHAT IT LOOKS LIKE
Leaders who onboard new employees know the importance of helping people get off to a fast start. They know it is easier to start on the right path from the very beginning than it is to make course corrections later on. They invest in helping new employees acclimate to everything that is unknown. They stick to their commitment to onboarding even when time is limited and onboarding feels like just another task to complete.
Leaders that successfully onboard new employees sit down with each employee before they formally begin their work to ensure they understand the vision and mission of the organization. Before they put people’s minds and skills to work they engage their hearts in what the organization is trying to achieve. They teach the values of the organization and what is expected in terms of behavior. They explain cultural nuances and pitfalls that need to be avoided. They ensure they become familiar with their surroundings.
Leaders that successfully onboard new employees ensure they have the tools they need to get to work right away. Computers, phone numbers, cell phones, office supplies, and other equipment are all pre-arranged and waiting for employees to use before they arrive at their desks.
Leaders that excel at onboarding new employees standardize onboarding processes and tools across the organization. They allow managers the necessary flexibility to ensure each onboarding experience is unique to employee needs while taking advantage of efficiencies that can be leveraged across multiple areas.
Leaders that onboard new employees have work ready for them to begin as soon as they arrive. They know the faster new employees get to work the faster they will adjust to work. They ensure there is no down-time for new employees and that they feel engaged in meaningful assignments from the first moment they arrive.
Leaders that excel at onboarding new employees take time to help them form strong relationships with their people. This can include customers, colleagues, partners, and anyone else with whom they will regularly work. They help new employees assimilate into their team.
Leaders that excel at onboarding sit down with new employees and help them create a personal development plan for their growth. They assign a mentor they can go to for help. They meet with new employees often to hear their questions, give counsel, and ensure they are on the right track.
BELIEFS
BEST PRACTICES
SELF-REFLECTION
WORDS OF CAUTION
The most opportune time to influence the long-term success and alignment of new employees to the organization’s mission, vision, and culture is the moment they walk through the door for their first day of work. It is not easy for new employees to face new people, new work, a new culture, new expectations, new managers, and a new environment. Leaders who onboard new employees, by providing them with strategic experiences to initiate their employment, provide a foundation that will jumpstart their future success. Leaders who fail to effectively onboard new employees risk prolonging the amount of time it takes for them to become comfortable and reliable contributors to the organization.
WHAT IT LOOKS LIKE
Leaders who onboard new employees know the importance of helping people get off to a fast start. They know it is easier to start on the right path from the very beginning than it is to make course corrections later on. They invest in helping new employees acclimate to everything that is unknown. They stick to their commitment to onboarding even when time is limited and onboarding feels like just another task to complete.
Leaders that successfully onboard new employees sit down with each employee before they formally begin their work to ensure they understand the vision and mission of the organization. Before they put people’s minds and skills to work they engage their hearts in what the organization is trying to achieve. They teach the values of the organization and what is expected in terms of behavior. They explain cultural nuances and pitfalls that need to be avoided. They ensure they become familiar with their surroundings.
Leaders that successfully onboard new employees ensure they have the tools they need to get to work right away. Computers, phone numbers, cell phones, office supplies, and other equipment are all pre-arranged and waiting for employees to use before they arrive at their desks.
Leaders that excel at onboarding new employees standardize onboarding processes and tools across the organization. They allow managers the necessary flexibility to ensure each onboarding experience is unique to employee needs while taking advantage of efficiencies that can be leveraged across multiple areas.
Leaders that onboard new employees have work ready for them to begin as soon as they arrive. They know the faster new employees get to work the faster they will adjust to work. They ensure there is no down-time for new employees and that they feel engaged in meaningful assignments from the first moment they arrive.
Leaders that excel at onboarding new employees take time to help them form strong relationships with their people. This can include customers, colleagues, partners, and anyone else with whom they will regularly work. They help new employees assimilate into their team.
Leaders that excel at onboarding sit down with new employees and help them create a personal development plan for their growth. They assign a mentor they can go to for help. They meet with new employees often to hear their questions, give counsel, and ensure they are on the right track.
BELIEFS
- If you start an employee on the right path from the very beginning it is more likely they will be on the right path later on.
- Having a new employee’s tools and technologies ready on day one reinforces to them that they are wanted and valued.
- The most important part of onboarding is ensuring people have a clear picture of the vision, mission, and culture.
- It always takes time for new employees to assimilate into a new job, but you can speed that up with great onboarding practices.
- Leave new employees alone to figure things out and you will leave them feeling frustrated and devalued.
- If employees begin with a good impression of their workplace they will be more likely to invest in it and stay invested.
- Nothing is more important to a new employee’s experience than an organized and productive first week on the job.
- Onboarding is not a one and done experience. It lasts throughout the first months of a new employee’s experience.
BEST PRACTICES
- Help new employees acclimate to their job.
- Set clear expectations from day one.
- Take the time to create a solid work plan.
- Transition new employees quickly.
- Introduce new employees to key people.
- Teach new employees standards of conduct.
- Explain cultural nuances of the organization.
- Plan the first week so there is no time wasted.
- Ensure things are ready for people’s first day.
- Teach new employees the values and vision.
- Meet with new employees often.
- Point out pitfalls that need to be avoided.
- Help employees sign up for all relevant programs.
- Teach the processes of the organization.
- Have milestones to measure success.
- Assess new employee development needs.
- Create a meaningful development plan.
- Match new employees to mentors.
- Be patient with new employee transitions.
- Give tours of the facility and grounds.
- Have ready the tools and technology for their jobs.
- Make onboarding a purposeful activity.
SELF-REFLECTION
- Do I recognize the importance of helping people get off to a good start, or do I fail to provide them a strong foundation?
- Do I reserve time to be personally involved in acclimating new employees, or do I get lost in competing priorities?
- Do I focus on giving people the larger vision for their work from the very beginning, or do I bypass the big picture?
- Do I ensure new employees have the tools they need to do their jobs, or do I fail to prepare for their arrival?
- Do I teach the particulars of values and culture, or do I fail to provide the necessary framework for employment?
- Do I have real work for new employees to do as soon as they arrive, or do I fail to organize work for them to do?
- Do I help new employees form critical relationships, or do I just hope they meet people on their own?
- Do I create development plans for new employees, or do I forget to invest in their immediate growth?
WORDS OF CAUTION
- Don’t forget how you felt the first day of your new jobs, and fail to turn those memories into great experiences for others.
- Don’t hand-hold new employees so much that they are not required to stretch and learn for themselves at all.
- Don’t let onboarding be a one-time event, and forget that onboarding needs to happen beyond just the first day or week.
- Nothing is more critical than the first few days at a new job.
- I try to get to know the new people hired in the organization.
- Starting a new job with clear goals is crucial to success.
- New hires need special attention.
- I find myself introducing the newest employees to other staff.
- I like to share my insights to the company with people who have just started.