Six Ways To Guarantee Employee Onboarding

Employee Onboarding

Losing new hire employees is very expensive, especially if it happens a lot.

Lower your chances of losing money by getting your new employees on board as soon as possible. Retain your new hires and guarantee employee onboarding by taking note of the tips mentioned below. Each tip is followed by an example featuring a character called Jodie. The examples help to put the points being made into perspective.

Give The Employee More Than One Person To Ask

One of the problems with new employees is that they have a lot of questions, and having to rely on just one person for answers is often taxing. Give the employee more than one person to consult, and the working environment will feel a little more balanced.

Example – Jodie enters a new nursery, and is assigned to the deputy manager for training. The deputy manager is frequently pulled away for other tasks and Jodie has to keep asking the other new hire employees because they are the only ones that are forthcoming with answers. Jodie starts making the same mistakes that the other new hires are making.

Your Working Culture And Atmosphere Plays A Big Part

If your workers have a bad attitude, then it will deeply affect the way your new hires think and act in the future. A bad working environment has two effects.

The first is that the enthusiasm is drawn from your new hires, who are typically eager to please, which results in a stunning anticlimax for the new hire.

The second effect is that the new hire has a bad time. It is awful going to work, asking questions, and getting a poor response from colleagues, or being brushed off as if you were a bad smell.

Example – Jodie takes a child to be changed and asks where the changing station is. An irate employee says, “You will find it, just look around.” Jodie starts to wonder why she took this job.

New Employees Should Work With Your Most Popular Employees

Turn one of your staff members into a part-time trainer, but engineer the role so that the trainer is also a company advocate and ambassador. The part-time trainer works full-time within his or her regular job, but is responsible for the training of new hire and agency employees whenever they arrive.

Place new hires in the vicinity of a person everybody wants to be around and suddenly the new hire is brought into the fold.

Example – The boss puts Jodie the new hire with Peter. The other employees love him because of his devastatingly funny comebacks to criticism and his front when dealing with irrational boss behavior. People buzz around Jodie because they like being around Peter. They get to know Jodie and within a day she has made several friends.

Be Very Clear And Upfront With Your Part-Time Trainer

Make it clear that the person has the part-time trainer duty because he or she is popular. Make it clear that it is their job to acclimate new employees to the role. It is their job to help make them feel welcome and feel part of the team.

Make it clear that dereliction of this duty, such as by ignoring the new employee, not sitting with the new employee at lunch, not including the new employee with other staff members, is a serious infraction and betrayal of your trust.

Example – After hearing a boss tear into another employee, Jodie decides to miss a break and keep working. Peter cannot find her in the break room, so he goes looking for her. He cannot convince her to miss her break, so he takes his break in the day room she is working in and is shortly followed by three other employees that eventually convince Jodie to take her break while working when they suggest a game of kiss, kill or marry.

Stop Selling The Job As More Than What It Is

In an effort to pull in a higher quality of employee, HR departments, interviewers and managers will lie. They claim the job is more fun than it is, they claim the job has perks that it doesn’t, and they sell the job for what it is.

Experienced staff members will see through the rhetoric and will either turn down the job or adjust their expectations. However, some employees will believe the lies and feel a massive wash of disappointment when the job is not what it was made out to be.

Example – Of the four jobs that Jodie interviewed for, only one of them told her the pros and “cons” of working for them. They said that employee absence is a big problem and that the best employees have to do a lot of unpaid covering. The manager went on to say that the employees that go the extra mile are always the ones he gives the biggest pay raises to, and he quoted the salary of two employees that had worked for him for over five years. Jodie took the job where the boss told the truth and described the job “warts and all.” The fact the manager was part of the interview also added to the credibility of the company.

Have Managers And Employees Participate In Interviews

The employee should see whom he or she is going to be working with. There are too many HR staff members and area managers that hire people while secretly knowing they are going to place them with intolerable or difficult employees.

It is best to bring in managers beforehand so that any personality conflicts may be identified before the interviewee is hired.

Example – Being an experienced childcare agent, an area manager figured that Jodie was a good person to act as deputy manager for a few days. The area manager also hoped that Jodie’s professionalism would allow her to work with a very difficult nursery manager without issue. Within minutes of Jodie starting, numerous staff warned her about the manager. As it happens, Jodie had experience with adults with high functioning autism (used to be called Aspergers). Jodie recognized the signs and worked very well with the manager because Jodie didn’t take the manager’s overly-critical and tactless comments personally.

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