There is high economic value resulting from "Extreme Employee On-boarding." Here's how we will help you WOW your new hires rather than numb them.

There is high economic value resulting from

Regardless of size or scope, every organisation should take the process of on-boarding new talent seriously.  By developing and regularly reviewing your on-boarding processes, you'll be ensuring you are engaging your staff as effectively as possible and keeping your retention rate high.  Here are some thoughts, facts and tips for welcoming on-board ‘new talent’. 

On Boarding Challenge!

Integral to a successful transition is reaching ‘break even point.’ Break even point is a point where a new recruit contributes as much value to their new organisation as they consume from it. The way new talent experience these first 90 days is critical, the first 6 months essential, the first year predictable to their length of stay. Their ‘on-boarding’ impacts and influences this experience.

Our On-Boarding Landscape and Reality

Turnover Costs in a company with over 10,000 employees:*

  • An employee on an average salary of $30k costs $22.5k to replace.
  • An employee on an average salary of $70k costs $52.5k to replace.
  • An employee on an average salary of $150k costs $112.5k to replace.

Some interesting facts about employment*

  • One fifth of the world’s population lives outside its country of birth!
  • Twenty five percent of workers are now mobile!
  • 20-30% of workers in the UK, US, Aust. believe working remotely is a right.
  • Gen X, Y and Z expect employers to be ‘connected’ - leaders and colleagues collaborate to hang onto good people.
  • By 2025 - 55% of the world workforce will be Gen Y and Gen Z.
  • Gen Z expect workplace collaboration to be organised across office-based single work stations and co-working spaces

(*AHRI HR Monthly February and March 2016)

Preparation - Pre On-Boarding

Connect with them early and personally. Does the new employee have what they need for their first day?  

At Brown & Chase we suggest:

  • Have you scheduled a work space; organised a desk and chair; provided technical tools; login; briefing; introductions to the team; targeted collegial meetings; system mentoring; a designated ‘buddy or coach’ – separate to their supervisor;  a schedule of priority meetings to attend during weeks 1-4 and scheduled time with key people.

Questions to Ask Your New Employee:     Days 1-30

  •   Create a Learning Plan or Matrix
  •   Get to know the past, present, future direction – understand the culture
  •   What challenges were faced? How they were solved (technical, market etc.)?
  •   Which areas is the business most likely to face challenges in coming year?
  •   Get to know the high quality resources and how to leverage know-how

Reflective Monitoring by the Supervisor:    Days 1-30

  • Has the new employee identified where they can leverage their skills and where they need to focus their learning?
  • Have they met with key people?
  • Have they identified areas where they can show some wins in the first month and have they set goals for the 2nd month?
  • Give feedback about their progress and how they are being perceived (own perspective, colleagues, management) 

A great welcome can make a lasting impact. Efforts to bring new hires into the culture, and not just the job, can reap benefits of shorter learning curves, stronger employee commitment, and reduced turnover. Leaders who take the opportunity to make new hires feel welcome can make a lasting impression that turns into a long-term advantage.

 

By Luciana Niven

For more information on how we can assist your business with your employee on-boarding, please contact Nerissa Chaux at Brown & Chase on 07 3102 3080 or nerissa.chaux@brownandchase.com

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