During the last 20 years, I've had the pleasure of working for several organizations, many of them best in their class. One area of a business that seem to provide employers with multiple challenges is the process of bringing new employees on board. What we used to call orientation is now referred to as the on-boarding process.
Even though the orientation process has evolved to on-boarding, a process that produces better results, most organizations are still using dated techniques of orientation (telling everything you can about the organization in a compressed time frame). The fact of the matter is, these old-school methods are no longer effective in retaining the best-of-the-best in their workforce.
Onboarding is the process of acquiring, accommodating, assimilating and accelerating new team members, whether they come from outside or inside the organization. Effective onboarding of new team members is one of the most important contributions any hiring manager or HR professional can make to have long-term success.
Onboarding done right drives new employee productivity, accelerates results, and significantly improves talent retention. Yet few organizations manage the pieces of onboarding well. Based on staggering statistics that 22% of staff turnover occurs in the first forty-five days of employment, it makes perfect sense to delay a hire if you don’t have the time to onboard an employee properly.
So How Can My Organization Retain Top Talent?
Have you ever heard the quote by John Wooden, “If you don’t have time to do it right, when will you have time to do it over?” This is what ultimately happens, 45-60 days into their new position; employees begin to feel very dissatisfied about their new position, boss and company. It doesn’t seem that what the company described is what I’m experiencing, hence, time to leave. There are some simple remedies and some complicated ones as well.
Let’s start with the simple remedies
Easy to-do's you can implement right out of the gate.