Talent Management – On Boarding

“On-Boarding” is an integral part of hiring.  It plays a huge role in the orientation andRed n Black Dragon retention of new talent.  Consider:

  • 20% of turnover occurs in the first 90 days. And it takes about the same time for a new hire to be initially successful on a position.
  • Half of all senior outside hires fail within 18 months.

Reasons: for early departures:

  • Job content – responsibilities differ from expectations.
  • Interpersonal conflict.
  • Lack of training and thorough indoctrination. Examples of half-baked manager guidance take the form of: “jump right in there”, “it’s a test by fire”, “Ah, you’ll figure it out”, “Get out there and get “em”, and similar.
  • Feeling not part of the team. It takes more than just initial introductions to “internalize” and make a new resource a productive player on the company team.

Your business can hire (and pay) an “on-boarding specialist”.  But that is a transferring a critical process to another business and will likely destroy the internal ownership necessary to make a solid on-boarding process a success.  If you do the hiring, you should develop and own the process.  There is a plentiful supply of resources, advice, and software out there to help build your own on-boarding process and most importantly make that new talent ecstatic about the decision to choose your business over the competitors.  Hey, word travels at light speed,  at the speed of texting – social media!

Pro-active on boarding includes:

  • Orientation to the company and its legal, policy and value norms.
  • Clarification of job responsibilities.
  • Understanding of the company’s workplace culture.
  • Introduce / explain connections inside and possibly outside the company, connections critical to success on the job.

And remember the importance of the employee’s workspace the first day.  It needs to look like the office, cube, or space of an efficient, experienced professional.  The “newbie” should be given an orientation of the space and equipment.

Notwithstanding model details, the overall model or plan needs to span a minimum of 90 days, better yet the first year.  On-boarding plans would vary in complexity, depending on the employee’s level in the organization.

Process models will not assure success.  It is the immediate manager who needs to own and drive the process and include and leverage other organization managers and departments to ensure a successful first year.

“Onboarding starts with satisfying the most basic of Maslow’s psychological needs: belonging” — Jay Alan Samit, dynamic entrepreneur and intrepreneur,   http://jaysamit.com/about/

**** S&E ****

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