The gap between the importance of a good onboarding process for new employees and how it is handled in practice is remarkable. The onboarding process is critical to the success of both the new employees and the company. Yet the reality is quite different: many companies have difficulty creating an effective and successful onboarding experience
A good onboarding not only ensures the rapid integration of new employees into their new environment, but also increases their engagement and productivity. In addition, a warm bath helps reduce employee turnover. To achieve a successful onboarding process, it is crucial to deploy the right tools and resources, such as a ENBOQ employee journey and interactive stories
Main insights
- An effective onboarding process speeds integration and increases engagement.
- The use of modern technologies such as an onboarding platform can improve the onboarding process and experience.
- Ongoing evaluation and adjustment of onboarding is necessary to continue to improve results.
Content of this article
The Onboarding Hiatus
Employers realize that success in the workplace begins with a solid onboarding experience. In the context of an employment contract, the integration of new employees is crucial not only for teaching them how to work according to the organization’s standards, but also for them to adapt to their new environment and grow into valuable colleagues when filling vacancies
Despite the importance of onboarding in the recruitment process, a Talmundo Onboarding Expectations Report finds that 34% of new hires have not experienced a warm welcome at their organizations. So there is a gap between expectations and the actual experiences of new employees, which companies should be aware of and try to bridge
What’s going on?
A good onboarding program introduces people to the company, teammates and their new roles. It helps new team members become familiar with the tasks, processes, goals and organizational procedures. But when you say it that way, it all sounds very boring and formal. It’s not the warm bath that new employees are looking for. Let’s face it, not all employers spend a lot of time and effort creating positive or even memorable onboarding experiences. In many organizations, the onboarding process of new employees is less about a “warm welcome” and more about meeting compliance. Is it perhaps time to consider a new standard
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- Organization: Meet the vision and mission.
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- Department: Get to know the department and the manager.
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- Brand: Understand the benefits of the brand and its position in the market.
By providing a warm and welcoming onboarding experience, new team members will feel more comfortable faster and contribute more effectively to their new role and the success of the company
Creating onboarding zombies
The onboarding period for new employees often boils down to a boring presentation by HR, with endless e-learning modules on compliance, piles of paperwork and a soporific PowerPoint. While this is important, it does not create enthusiasm among the new employee. In fact, it may make them question their choice
Some facts to think about:
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- 58% of companies say their onboarding program consists mainly of paperwork and processes.
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- According to a Gallup report, 88% of HR professionals believe they are good at onboarding new employees, but only 12% of new hires agree.
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- The Wynhurst Group found that well-recruited employees were still 58% more likely to work at the same company after three years.
Instead of creating “zombie material,” the onboarding process should actually motivate new employees and make them feel like they made a good decision
The Gap
Onboarding: Worrying Figures
Nearly 88% of HR professionals believe they have a good onboarding process for new employees, but only 12% of new hires agree. There clearly seems to be a gap
Is the gap due to a failure to align what a new employee expects and desires from an onboarding process with what the company THINKS new employees want
A white paper by Enboarder shows that only 12% of employees agree that their organization has good onboarding procedures. Only 12%! This statistic is even more surprising when you consider that good onboarding can improve employee retention by about 82% and overall productivity by about 70%. It’s hard to deny that this is important
Here are some interesting additional details about the onboarding process:
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20% of attrition occurs in the first 45 days (without a strong onboarding program)
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40% of employees do not receive the minimum information needed for the first day of work
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43% of new employees say it takes more than a week to get a basic workstation and tools for their job
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55% report that they have a clear understanding of the application of the company mission and core values only after three months
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40% of new employees are left to their own devices on their first day.
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42% say they are not supported during the first week.
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46% report that support declined during the first three months
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With all this in mind, why don’t we adjust our onboarding? And why do we remain shocked and puzzled when people do not feel sufficiently connected to the organization and do not perform at their best
Building a “Warm Bath” for onboarding
Begin before the first day of work for new employees to give a warm welcome:
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PLAN to get their supplies ready! Make sure things like email, computers, phones, office, tools or other supplies are ready. This shows respect and requires planning!
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Set expectations for executives. Does your management know what to do? Do they have checklists to follow and deadlines to meet? Make sure this is clear
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Give everyone a role in the process. When recruiting new colleagues, all team members should participate in the “warm bath.” Make sure everyone knows who should do what: the first meeting, lunch, and the contact person during the first week. Who is the designated buddy
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Inform the team: Send an email to the entire office to prepare them for the new employee’s arrival
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Send SWAG! Everyone loves SWAG (gifts). Send before the first day of work a package or box of welcome gifts. Think a water bottle, notebook, pen, bag, lunch coupon, company shirt, etc
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Furnish a Green Room:Create a place where new employees can prepare for their first day of work. This could be a Slack space, a private LinkedIn group or a place in the ENBOQ environment where the organization’s culture gets attention and the employee establishes solid contact with their new colleagues.
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From the first day and beyond (days 1-14):
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Pay attention to the little things! Some logistical details help a new person feel comfortable and familiar at work, such as where the restrooms are, break room etiquette and good lunch spots. Don’t overload them with information, spread it out over the first two weeks.
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Strengthen values, attitudes and behaviors that define the company. Tell the culture story, not just a PowerPoint presentation with the mission, vision and values
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Share company stories
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Make it social.Share information about social groups and events within the company. Give new employees access to group chats or chat rooms.
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- Lunch with new employees. No one likes to eat alone during the first week. Create a culture of inclusion
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Visualize the career path.Create a video to show new employees their potential, even if it is not within their current department.
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Don’t let the first day be too long.There’s a lot that comes at a new person. Give them a chance to leave early so they have time to reflect on what they have learned.
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Continuous (30-60-90 days):
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Organize a buddy. Make sure new employees have a buddy for the first 30 to 60 days. This helps them learn about the different positions within the company and how they fit into the bigger picture
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Leadership check-ins. Schedule time or lunch with the new employee during the first month. Don’t let them fall between two stools and raise any issues or questions that may be hindering their success.
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Offer learning opportunities:Create a coaching-card (like a learning passport) with questions or assignments for the first 30 to 60 days. Encourage curiosity,continuing-developmentand growth.
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- Refine the “Warm Welcome” efforts.
Build responsibility: Make sure there is someone, such as a manager or immediate supervisor, responsible for the “warm bath” of new employees. This person should understand how cost-effective it is if a new employee becomes productive quickly and has a positive experience
Evaluate productivity and well-being: Examine whether new employees are productive and feel good within their jobs. If not, identify what is going wrong and adjust the “Hot Bath” to optimize the process
Create checklist: Create a general checklist for managers and new employees to get clear expectations. Provide room for personal touches. It is important to properly orient employees from the beginning and prepare them for success
Use action items and data: Use the information gathered and planned actions to create an engaged and successful work environment. Some suggestions:
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- Focus on personal development and learning opportunities
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- Plan knowledge sessions
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- Set goals for new employees
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- Support the development of talent and skills within the organization
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- Implement automation where it is useful
Frequently asked questions
What are the essential elements of an effective onboarding program?
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- Setting clear expectations
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- Share company culture and values
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- Pairing new employees with buddies
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- Regular check-ins and feedback
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- Training and development
How can we optimize the onboarding process for new employees?
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- Be well prepared for the new employee’s first day of work
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- Make use of timelines and checklists
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- Provide sufficient contact and support
What’s the difference between working-in and a warm bath?
Induction focuses on learning tasks and understanding the work, while a warm bath focuses on creating an inviting and supportive work environment for new employees
What are the measurable benefits of a well-structured onboarding program?
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- Increased employee satisfaction
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- Increased productivity
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- Lower employee turnover
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- Faster up to speed
