Learning Exchange: Four Elements of Successful Onboarding July 17, 2008
By Karen Brill
My first job out of college was as a social worker with a child protection agency. With the job title of, "Protection Worker," I look back and think my clients may have needed protection from me. Inexperienced and untrained, one of my key accountabilities was to remove children from their home where there was evidence of abuse or neglect. I will never forget what it was like taking the stand in family court as a witness for the state, the future of three little boys to be decided, having had no reasonable orientation to the role, responsibilities, what to say, or how to say it.
In every role I've had in my second career in adult learning, I have had a special focus on bringing new employees on board. It is well established that orientation is a critical factor in retention. Where an organization has a sink or swim approach with new employees, new talent doesn't stick around.
How you choose to onboard new employees is as important, then, as whom you choose to onboard. Keep your eyes on the dual purpose of introducing a new person to their role and developing a relationship with them that sets the tone for the duration of their stay. It is less of an event and more of a three- to six-month process that has four key elements:
Day One Orientation
For companies that truly value their human resources there is no better way to begin orientation than a welcome from the CEO or member of the executive team. After that, the question to be answered is, "What does every employee need to understand on their first day on the job?" Let's start at the beginning with your mission, vision, and values. I like to design an activity for groups that asks people to describe the company values in behavioral terms—e.g. what does integrity look like when we are getting it right with our suppliers? Each other?
A senior's healthcare company ran a terrific simulation, named Walk a Mile in Their Shoes where participants donned equipment that interfered with hearing, vision and mobility to simulate the experience of aging. They were building empathy and compassion – two values that are imperative to working with the frail elderly.
Socializing (Relationship Development)
That's right. Having fun and making new friends. If you study behavioral profiles you know that many, many folks come to work to meet their needs for affiliation. Try lunch, dinner, and drinks out of the office.
Training
Training can be implemented over a three to six month timeframe to avoid overwhelming new employees and allow for learning to stick. Training needs are assessed (What does someone in this role at this level need to know and do?) and delivered in a sequence that matches the business cycle where possible (e.g. the session on managing your budget is delivered close to their first submission). Training is often delivered by a series of internal subject matter experts like the health and safety guy or supply chain expert who use adult learning principles in their design and delivery.
Coaching
New hires need a buddy as a lifeline, someone they can go to on a bad day. Matching similar styles works best. This strategy also goes a long way in developing a coaching culture throughout the organization.
A creative composite of these elements of the on-boarding process provides a welcoming experience for employees and develops confidence in the company they have signed on with.
Until next time …
Karen Brill is a learning and organizational development specialist in Toronto and a monthly online contributor to Training. Contact her with your own questions, comments, and ideas to share with our community of practice at karen.brill@rogers.com.
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