Hiring? Don't Forget the On-Boarding Calendar.

Companies make a huge investment when hiring a new employee. The need for new employees can arise in the form of a replacement, or, to fill the need for additional headcount. Regardless of the reason, new hires will have many attributes that support their future success in the organization, while at the same time, need further training and experience to drive the company’s vision and mission. 

All too often, hiring managers skimp on the single most important function that sets the tone for success with new hires…the on-boarding process.  Dependency on an unstructured or non-existent on-boarding calendar is a cauldron filled with risky elements that, unfortunately, many companies have on their stoves. 

Left to their own accord, well-intended new employees invariably miss out on key information that leads to rework, frustration, the potential to disappoint customers, or even a health and safety issue.  In addition, new employees in this situation are at risk for leaving the organization well before they’ve had a legitimate opportunity to contribute. Why is it that so many companies have holes in their new hire on-boarding process? I can’t offer up a good answer for you, however, there is an easy fix. 

On-boarding calendars should be filled with days, weeks, or, in some cases, months of valuable training time, exposure to related functional resources, labs, or workshops depending on the industry. Employees shouldn’t be asking “What do I do now?” on their second day. All training activities should clearly state their related outcomes so the new hire doesn’t leave the training session with unknown expectations of what they should have learned. Sessions should be limited in time as providing training on one topic for blocks longer than 2-3 hours can lead to overload and inattention with the new hire.

Leaders need to actively support these activities with frequent scheduled reviews to ensure that the employee is grasping the necessary concepts, understanding workflows, learning systems, and knowing where to go for help when needed. Leaders need to actively support these activities so new hires see clear evidence that the company is invested in their success. 

Sounds simple, right? Well, it is. A little organization and focus around supporting the on-boarding of new associates can make or break their speed-to-success in a company.  Let current and future leaders in the company support and participate with the on-boarding activities of new hires. Allow these participants to reflect on their own on-boarding experiences, expose gaps, and build the best solution. It’s a win-win when a team works together to support the success of each other. Happy hiring!