Most business leaders reading this will probably understand the feeling of accomplishment after securing a great candidate for a role. The hiring process can be lengthy, tedious and exhausting, especially when sourcing top talent is challenging. So, when you finally find the best person, there is a sense of relief because you think the work is done.
It is surprising that so many businesses fail down at this point and believe sourcing and filling roles is all there is to it. If you want your new employee to last and create a positive impact, you will need to make the effort to on-board them. Organisations that fail to on-board their candidates are less likely to see a return on investment, but are still left surprised when the employee fails to make a positive impact.
Where does your hiring process end?
Given that an alarming 46% of new hires fail within 18 months of placement, along with hiring, employee retention should be a priority for all businesses. No business can afford to investment both time and money into hiring for one role that often. This is why it is so crucial to implement a 90 day on-boarding process to ensure your new employee gets up and running.
During the first 90 days (or first few months) any new hire will be under a lot of pressure to perform well and make a positive impact. Naturally, they will be considering if they are in it or the long haul or not.
At EO Executives, we call this ‘the 90-day dip’ that nearly all candidates experience in a new role. The candidate will experience a mix of emotions starting with excitement and enthusiasm, which may disappear as the reality of the role kicks in and things become more ‘routine’. This makes it easier for motivation and productivity levels to dip and increases the chances of your new hire wanting to hand in their notice.
However, if you implement a strong on-boarding process you are essentially setting your new hire up for success. This will also make your organisation more attractive to other candidates as it demonstrates that your business supports its employees and is value driven.
How do you ensure your candidates are on-boarded in the best way?
No business can on-board its employees without a plan but surprisingly this can be overlooked. It is also crucial that the on-boarding process is managed correctly as lack of ownership will leave your new employees feeling apprehensive, ensure and invaluable. All of which would make anyone want to leave.
Avoid this by…
1. Providing Support
Ensure your new recruit feels supported by introducing them to new people and colleagues within all areas of the business. As an on-boarding manager, it is your responsibility to help them build key relationships outside their direct teams. Having a broader internal network will make sure they are comfortable and settled into the business.
2. Finding Common Ground
Try getting to know your new hire on a personal level and shift the dynamic away from the corporate interview process. Understanding what they do away from work and their passions will help you understand each other’s behaviours and may improve your working relationship.
3. Introducing the Company Culture
Your new hire has joined your business because there is a shared belief that they are well suited to the role, and you are positive they will be a success. However, a huge part of the success will depend on how well they climatise to a new business environment and company culture. No matter how experienced the candidate, it is crucial they understand how the business operates and what to expect. It is also good for your new hire to have a mentor for the first few months, should they have any questions. This ensuress they are settled in well and are being as productive as possible.
4. Ensure They Are in For the Long Haul
Making time to sit down with your new hire and outline both short/long term goals is a great exercise for both parties. It immediately sets expectations and creates alignment for the off-set.
Ask them what they want to achieve and how they want to progress in their role. As a business you will be able to provide the necessary resources and support.
5. Align on Expectations
Trust is crucial. As an employer you need to stick to the agreements made when you offered the candidate the role. They accepted not only the role but the added benefits and overall package you granted. Everyone does a great ‘sell’ during the interview process, but does your company really match up to your new hire’s expectations?
The first few months are exciting but can also be extremely challenging for new hires, especially when their new role requires a change of location or put strain on their personal life. Support them and show them they made the right choice by choosing you!
Combine these tips with a comprehensive appraisal system, clear responsibilities and expectations, and agreed deliverables for both the first 100 days and 12 months, setting your new hires up for a bright future within your business, and ensuring their motivation and productivity stays high.