On-boarding and inductions: getting your employees up to speed
As well as the costs of recruitment, your time, training and covering the work that needs to be done by the new role, there is also a productivity costs of taking on new workers. Therefore, the way you on-board and induct employees into your company and job, are key for how you can help new starters to reach the desired ‘optimal productivity level’ quicker.
We have previously established that on-boarding and induction processes are worth your time. This is further supported by research completed by Oxford Economics, identified that replacing staff members incurs significant costs for employers, which can be up to £30,614 per employee, or 25-30% of salary. This is based on the cost of lost output while trying to re-recruit and get that new recruit up to speed as well as the logistical cost of recruiting and taking on a new worker.
So, taking on new employees is a crucial period for any business!
It’s just some seem to take it more seriously than others. The HBR have reported findings that rather than a few hours or single day process, effective induction and on-boarding programmes last up to one year. This time helps the new recruit settle in and not only to capitalise on their skills, knowledge and excitement, but also strengthen retention and demonstrate a measurable profit growth through the boost to productivity and performance.
Whatever your size, whether you have under 5 employees or over 50, there are some practical approaches and steps you can take to make this transition smooth and systematised to ensure you maintain efficiency and reduce costs at the same time.
Gone are the days when it is acceptable for a new starter to arrive with no desk prepared, no computer set up ready to go and no one expecting them as they are introduced to the team. Setting a programme or a series of events is essential and will instantly help make an employee feel welcomed, valued, and create a sense of belonging as well as setting the expectation of the importance of the role to the company.
Lets’ have a look at what to include in 4 fundamental areas of the process.
Confirming the role and objectives
The most important aspect of your induction and on-boarding for employees? Understanding their role, objectives and goals. This often comes later (if at all) and is missed out at this stage, however it is this element which makes them instantly feel a sense of ownership, accountability and belonging to the organisation. They have a place there, they belong and they have a job to do. This also helps to really highlight to both sides if there has been a mistake, however your selection process should have been thorough enough for this to have been identified before this stage.
Probationary or on-boarding review period
The HBR have also reported that the first 6 months are critical to a new starter and whether they are going to stay for the long term, or leave, on average loosing 17% of employees during this time. Wasting all that investment, time and money. This is the time that you have most ability to influence, taking out any external factors which may play their part. Whatever you call that first 6 months settling in period, it should be a two-way process to allow both the business owner and the employee to decide if the role and company is the right fit, in skills, ability, performance and behaviours. Regular check ins to ensure they have the support, training and information they need to do their role is crucial, as well as monitoring how they are performing against the job description and within the team.
Whether you use HR software, project management tools, spreadsheets or your calendar, set reminders (they work for Google) for the check ins and provide the employee with the dates upfront so they know what they are working to and when your meetings will take place, so they can prepare too. But don’t forget to be available in the meantime, somethings just can’t wait for a scheduled meeting.
It should be a two-way process. This is a great time to take feedback from them as well on the company, how the expectation of the role matches up to reality, their experience of the recruitment and on-boarding to see how you can make improvements next time.
Building relationships
Feeling social acceptance is a big factor in new employees’ success (HBR). As well creating other benefits such as new employees seek out more information when they feel connected to the company, this in turn has been shown to cause managers to help them more, a self-fulfilling circle. A ‘buddy’ system is a great way of helping a new starter feel comfortable and settled quickly as they have someone they can ask questions of without feeling silly or unsure. All the better in a different team to get to know the wider business.
As well as supporting structured meetings and gatherings to welcome new employees, new recruits themselves should be encouraged to research and identify who to go to for questions, learn about the company from others around them and socialise. This tendency for self-development and conscientiousness in their own induction and development is a good competency to look for in interviews if it is a trait you admire in your team.
Don’t forget socialising means different things to different people so take note of what your employees enjoy and try and arrange a variety of events which can include as many people as possible. Even if there are only just a few of you in your team, it is worth asking the question and trying to be as inclusive as possible. The value in this is the trust it can help develop, particularly through shared experiences, which are vital components of team building and therefore performance and success.
Setting expectations and sharing the culture
This can be addressed formally, via the handbook, policies and procedures, contracts and documents you provide upfront or on the first day. As well as through the induction period, covering the history of the company, the reason you, and they are there, what you are looking to achieve and how (your vision and mission). It is often overlooked but it is so important to also share any defined values to identify the way you want to achieve this and the expectations for behaviour and conduct in getting there. All of these elements contribute to what is acceptable and what is a no-go (this is the time to set out your zero tolerance on discriminatory and offensive behaviours, language and actions as well as how these will be dealt with).
However, the real value in helping new starters learn the company culture comes from the interactions you set up, the team they join, the understanding in the ways things are done around here, the practices in reality rather than the list of processes that are documented. Who to speak to, stakeholders to get on board, how to communicate and interact. That is why the social interaction part of the on-boarding process is key, don’t let your new starters work in isolation, they won’t connect with your company, whether they are in an office or remote, you have to help this develop.
Looking to set up an induction and on-boarding process? Get in touch today and see how we can help you plan and implement this in your business. As a starter for 10, get your free checklist here.
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