It often comes down to this: a personable presenter uses good visuals like computer slides and is enthusiastic about what he writes on the easel. After the presentation, new employees take a guided tour of the company, and go home at the end of the day with their new (if somewhat wordy) employee handbook, securely tucked away for future reference. These employees leave apprehensive, overwhelmed, and feel dramatically like outsiders. Of course, the orientation program described here was developed with great intentions, but in today’s hyper-competitive recruiting environment, intentions are not enough to maintain sought-after talent.
Today, attracting qualified workers includes offering higher wages, better benefits, improved training, and
advancement opportunities. With these increased costs, it’s no wonder retention has become the focus of so many companies. Indeed, orientation efforts have been elevated to a high priority in many companies in an effort to reduce turnover rates that exceed 25% today.
All to often, this process is neglected. Done poorly, the employee orientation program can leave new
employees wondering what on earth they’ve done to themselves. And with far more jobs
available than employees to fill them, it’s likely that the poorly oriented new employee will be out the door in less time than it took to recruit and hire them.
Companies that have effective orientation programs get new people up to speed faster, have better synergy between what employees consider productivity and what the company needs to produce, and they have higher retention rates. Just as importantly, the new employee will enjoy an accelerated learning curve in the new position, increased productivity and a smooth transition into the corporate culture.
The solution comes in welcoming the whole person, rather than just a set of job functions. This allows people to assimilate into the corporate culture, become inspired and productive almost immediately. What does “welcoming the whole person” entail? The immediate supervisor or manager should review a copy of the employee’s application or resume. They should be familiar with the employee’s experience, training and education. At the outset, the manager or HR representative should review the job description with the employee, including the duties, responsibilities,and working relationships. It’s important to also discuss with the employee how the company is organized, as well as the organization of the department or division and how the new employee fits in to that structure. After the employee has settled in a bit, the immediate supervisor or manager should find out the employee’s career goals and objectives, and be able to help the employee relate those goals to the goals and objectives of their department and the company as a whole.
This changed approach requires a company to determine the objectives of the new employee orientation program at the outset, basing their measures of success on the idea of the value of human capital. Then, the company must meet those objectives honestly and positively for each and every new hire. Successful integration will happen only if the new employee decides he or she has made a wise decision to join the organization.
Today, attracting qualified workers includes offering higher wages, better benefits, improved training, and
advancement opportunities. With these increased costs, it’s no wonder retention has become the focus of so many companies. Indeed, orientation efforts have been elevated to a high priority in many companies in an effort to reduce turnover rates that exceed 25% today.
All to often, this process is neglected. Done poorly, the employee orientation program can leave new
employees wondering what on earth they’ve done to themselves. And with far more jobs
available than employees to fill them, it’s likely that the poorly oriented new employee will be out the door in less time than it took to recruit and hire them.
Companies that have effective orientation programs get new people up to speed faster, have better synergy between what employees consider productivity and what the company needs to produce, and they have higher retention rates. Just as importantly, the new employee will enjoy an accelerated learning curve in the new position, increased productivity and a smooth transition into the corporate culture.
The solution comes in welcoming the whole person, rather than just a set of job functions. This allows people to assimilate into the corporate culture, become inspired and productive almost immediately. What does “welcoming the whole person” entail? The immediate supervisor or manager should review a copy of the employee’s application or resume. They should be familiar with the employee’s experience, training and education. At the outset, the manager or HR representative should review the job description with the employee, including the duties, responsibilities,and working relationships. It’s important to also discuss with the employee how the company is organized, as well as the organization of the department or division and how the new employee fits in to that structure. After the employee has settled in a bit, the immediate supervisor or manager should find out the employee’s career goals and objectives, and be able to help the employee relate those goals to the goals and objectives of their department and the company as a whole.
This changed approach requires a company to determine the objectives of the new employee orientation program at the outset, basing their measures of success on the idea of the value of human capital. Then, the company must meet those objectives honestly and positively for each and every new hire. Successful integration will happen only if the new employee decides he or she has made a wise decision to join the organization.
The best new employee orientation:
- Has attainable goals and meets them
- Makes Day One a welcoming celebration
- Involves the new employee’s family as well as co-workers
- Makes the new employee productive on Day One
- Is not boring, cumbersome, rushed or ineffective
- Uses feedback to continuously improve
Whatever orientation materials are included in the process, they should encourage participation in creative and entertaining activities that reinforce the necessary skills and information. New employees must also have guidance and assistance throughout the process from a mentor or buddy, as well as their manager.
