6 Must-Do’s For A Successful On Boarding Process

A recent study conducted in the US by Bamboo HR evidenced that 31 % of employees quit within the first 6 months.

Most of them changed their mind about the job. But a significant proportion left because their team leader failed to make a good impression.

Did you think new employees were the only ones who need to make a good first impression?

With more and more millennials in our offices (who have high expectations, and a strong tendency to jump ship quickly), team leaders and colleagues have to make a strong impact, too.

A successful on boarding process has the same effect as a strong customer experience: it gets people hooked from day 1.

A successful on boarding process should not be restricted to training. It’s a time to take new joiners through cultural values and establish the strong connections that bind a team together. It’s a way to plant the seed for motivation, performance, and engagement.

Be professional — prepare a solid plan

Don’t inflict the same pain on others. Prepare a solid on boarding plan in advance. You can use a standard checklist to make sure everything’s ready (like these ones by process.st).

Prepare the team. Make them aware of the role, how you expect interactions to start, when the new joiner will arrive. Support orientation within the company by preparing a few tours with well-connected colleagues.

Be friendly — build relationships

Don’t wait until the first day to reach out. Drop your new talent a line before she joins. Give her info on what to expect on the first day. Organise a lunch with the team the week before D-day, so that you can start a connection on neutral ground.

All successful on boarding days start with a personal welcome to the team. A great way to do this is a short, stand-up meeting on the first morning, where you can personally introduce the new joiner(s).

During the first week, ask team members to plan a few lunches and coffees so that your new joiner truly feels welcome. You can even extend it to the main stakeholders the new joiner will regularly interact with.

Be transparent — honesty is fertiliser for trust

I wish I’d had an open conversation about office politics, corporate culture and dos and don’ts when I started at some previous jobs. It would have helped with relationship building. It would have given me a better way to adapt my communication on some difficult topics.

You can’t expect the team to say it all. As a team leader, supporting your new joiners in navigating culture and politics is part of your job. Don’t be scared to be honest about what happens behind the scenes and inevitably impacts the show. For a new joiner, being “in the know” early on reinforces their feeling of inclusion.

The same goes for you, as a manager. Tell them about your management style and what your main values are. Create a relationship with your new joiner. Employees leave managers, not companies!

Set expectations — show your leadership style

When people are not clear on what they need to do, they don’t feel a sense of belonging. This drives them away. Give the new joiner an opportunity to own her job early on; give clear indications of work parameters.

Develop early on — train and mentor

Regular checkpoints to see how your new team buddy is getting on are a must. They create a 1:1 connection, open the feedback loop, and give a first indication of performance.

Another way to boost development is to offer an accountability buddy or mentorship for the length of the 90-day plan. Your new joiner will receive independent feedback and will be supported building the precious connections she’ll need later on.

When teams are unclear on what they need to do, they don’t feel a sense of belongingCLICK TO TWEET

Be fun — make a first good impression

Millennial-centric companies (Apple, Google, Uber…) offer fun activities that hook their employees from day 1. Obviously, they’re known for having the most successful on boarding plans (and the most efficient ones to create engagement.)

Have you tried personality tests? Fun for the joiner and useful to better understand their personality or communication preferences.

Other companies put the newbie under the spotlight and ask them to talk about their passion for 10 mins. Some go even further and organise full “fun afternoon” with tests, quizzes, games. (Personally, I played Pictionary via a conference call on one of my first days. Brilliant!)

Be different. Show them what the team is made of. They’ll know soon enough what the job is about.

A successful on boarding experience is your first real opportunity to “wow” your new team members. With a growing tendency to job-hop, it’s now necessary for team leaders to use their boarding process as an incentive to build long-term engagement.

With growing numbers of millennials, it becomes more and more important to consider their specific needs, and ensure the experience is fun, an opportunity for development, and more than anything, a way for them to share opinion and provide feedback.

What was your best 1st day in a job? Share you story!

This article was originally published at http://www.coraliesawruk.com/successful-on-boarding-process/

Founder, Yoäg: inspiration & yoga breaks. Conscious leadership lessons learned as I grow my wellness travel business.