Every successful program demands preparation, and onboarding is no exception. While it is important to make employees feel welcome, the environment needs to remain professional. Before implementing an employee onboarding program, make sure that each person involved understands what is expected of him or her.
Onboarding needs to be a professional program. Companies frequently ignore onboarding responsibilities and simply assign the task of orienting a new hire to the least busy employee. This can cause confusion, impede the onboarding process, and give the impression that the company is not well run. It is essential that everyone involved in the onboarding program remain friendly and professional.
Be clear about expectations with new hires and with everyone involved in the onboarding process. The new hire’s expectations need to be communicated. There should also be clarity about who is responsible for the acclimation and training of the new hire. Each company and each position will have its own needs and responsibilities, which will determine the onboarding and training process. Determine everything you need to clarify before hiring a new employee.
Mentoring is important to onboarding success. Designating the correct mentor can mean the difference between success and failure. The mentoring relationship will help determine how easily new hires transition into their roles at the company. Consider carefully who you choose to mentor new employees; do not just choose people at random. There are certain qualifications that all mentors need to have in order to be effective.
After designating a mentor, monitor the relationship closely. If they do not work together well, you may need to designate another mentor.
Onboarding should improve the training process. The people responsible for the training, however, must take the training seriously. Feedback is essential to the training process. Supervisors need to meet with new hires weekly to check on their performance and provide feedback. Those directly involved in the training process need to teach new hires and give them helpful feedback to improve performance.
The Time Clock Corporation attempted a new mentoring program to reduce a 75 percent turnover rate. The goal was to increase productivity and decrease turnover by 50 percent. The first review of the program showed a 15 percent reduction in turnover. While an improvement, the numbers show a need for improvement. A survey revealed that many mentors have little time to spend with new hires due to the demands of their own jobs.