It's Not Over Until the New Hire Sings

Group of business people working together
Talent acquisition is a major investment, averaging 55 days to fill full-time positions and 50 days until a new hire is productive. To ensure you get the full value, hiring managers should develop and follow a documented onboarding process to avoid turning a great hire into a not-so-great employee, according to a recent survey of 1,400 employers and 13,000 candidates by Allegis Group Inc.

Recruiters and hiring managers alike have a vested interest to ensure a new hire is warmly welcomed, comfortably acclimated, and formally set up for success, starting day one on the job. After all, without the right onboarding processes in place, hiring managers and recruiters end up with more openings that need to be backfilled.

Structured onboarding process, with clear owners
A thoughtful onboarding process communicates the value companies place in their employees by addressing the steps necessary to introduce new employees to their job functions and the company culture. Best-in-class organizations formally define the onboarding process and ensure each step in the onboarding process has a designated owner (hiring manager, HR, IT, facilities, executive leader, employee, etc.) to ensure accountability for its completion.

Onboarding feedback received in time for course correction
Organizations that respect the value of quality onboarding are more likely to capture new hire feedback in an onboarding survey or similar formal feedback loop. To maximize effectiveness, leading organizations collect feedback early enough in the process to allow for necessary course corrections before employee concerns.

Proactive development of 30-, 60-, and 90-day plans
Hiring managers should create 30-, 60- and 90-day plans for new hires. Documenting expectations of a new hire in the first 90 days of his or her employment meets the needs of multiple stakeholders in the recruitment process. Most importantly, new hires rely on them to understand specific expectations of their roles so they can be successful.

Happy hour, happy hire: Sponsored social activities
A personal connection to one’s workplace has been proven to result in higher levels of engagement and discretionary work investment from employees. High-performing companies recognize and invest in the emotional aspects of employment and make concerted efforts to socialize their new hires, leveraging tactics such as sponsored welcome lunches, happy hours or coffee meetings with team members to encourage connectedness.

Recognition and reward of helping hands
No one stakeholder can hover over a new hire’s every interaction to facilitate a smooth transition into the new role. Leading organizations therefore ensure they recognize the often-unsung heroes to onboarding success – those peer-level employees who voluntarily befriend, assist, and support the new hire as he or she acclimates into a new position. A public acknowledgement of the value these new hire helpers bring to the organization can go a long way.

Want to know more? Access the white paper with the full results of the survey.