Some firms spend copious amounts of gold searching for just the right candidates only to make those candidates want to willingly walk the plank during the onboarding process. New hires should be handled with extreme care during their first day, week and even their entire first month. There is no sense in investing all of that buried treasure, time and effort in pinpointing the perfect candidate only to scare him away during the introductory period.
Don’t bombard him with paperwork and rules on day one
While every firm’s onboarding process must include paperwork and new employee forms, it should only serve to get the ball rolling. You don’t have to bypass all of the forms and legal requirements to ameliorate the onboarding process. However, you should do everything in your power to transfer the necessary data from paper forms into an electronic format. This will make it much easier for the employee to quickly and easily submit his information, sometimes even before he enters the building.
Choose the new hire’s mentor wisely
If your firm uses a mentor system for new hires, you should do so with great care. If you pair up your new employee with the wrong mentor, the waters might become a bit too rocky and prompt him to jump ship. Link him to a senior employee who will set the right example and not scare the new hire away. While you likely value all of your employees, you must recognize that some do not make good mentors for new hires. Remember, the person that you pick really is an extension of yourself, the company and the brand. He’s an ambassador in the truest sense of the word. If you don’t give considerable thought to who will be the best matey for each particular new hire, you run the risk of scaring him away.
A seamless transition
Put yourself in the new hire’s position and think about the fragile state that he is in. He is likely nervous, a bit unsure of his surroundings and overwhelmed with information. If your role is solely focused on recruiting, try to avoid handing off the new employee to your onboarding team in an abrupt manner. Spend some time with him on his first day or two so that he can interact with someone that he already knows. Then gradually introduce him to those who will assist with the onboarding process. It will help if you provide your new hire with a seating chart that includes each employee’s name.
Take care to explain how the onboarding process and training schedule will proceed. If the new employee knows what is coming his way, he’ll feel much more comfortable. Communicate to him that your door is always open and that you will do whatever it takes to help him become a part of the team.
There should always be something to do
Allow your new hire to jump right into the training process. Don’t hold his hand the entire time. If you go too slow and fail to provide him with a constant flow of work and guidance, he’ll wonder if his contribution is really necessary and he might start looking for a new gig. Train him to your standards at a comfortable pace that does not include work-less lulls. Otherwise, you are wasting time, money, and run the risk that he’ll jump overboard in the middle of the onboarding process.
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