Recruiting is time-consuming and expensive, so employers have a vested interest in hiring the right candidate. It is equally important to retain such candidates, otherwise the resources expended cannot be recouped.

But many disgruntled new employees quit the job within the first couple of months of being hired. In most cases, the root cause of an employee’s rapid departure is because of a failure to implement a systematic and enriching onboarding experience.  After extending an offer, the employer’s biggest challenge is to provide the employee with a smooth transition into the new organizational culture. It can be overwhelming to learn new processes, tasks, and procedures. Therefore, during this stressful period if very little support is available, even the best employee would be at a disadvantage.

Organizations can pave the way for a successful employee journey by adopting structured and formalized orientation. In orienting employees, ensure information sources are accessible. The code of conduct, performance expectations, and all other pertinent materials should be disseminated. If people are oblivious of the policies, it becomes too easy to unknowingly violate the rules. By clearly communicating the standards, it’s less likely bad habits will transfer through the grapevine.

It is best practice to have a designated trainer who has proven to be an expert. This individual should have the desire to impart knowledge as well as the capability to train. It’s also important to find out the learning style of the individual receiving training. Some people prefer job shadowing whilst others learn by doing, or a combination of both. Deliver the information in stages to make it more manageable to grasp and retain.

Managers falsely assume that high performers can teach. This is a common underlying factor for prematurely terminating employment. The new employee may be frustrated with an incompetent trainer or the employer arriving at a wrong conclusion regarding the trainee’s ability to assimilate the new concepts.

Inclusion is becoming more of a priority, but some organizations still encourage segregation. Too many impenetrable silos within the office causes a feeling of isolation. Having to work in an atmosphere where fun is non-existent can have severe psychological impacts, such as work-related anxiety and depression. We spend most of our time at work, so it is not ideal for work to be unbearable.

Employers should also be aware of senior bullies who believe they have earned the right to delegate and who refuse to share their work and knowledge. This territorial mentality creates a toxic environment, giving rise to ongoing conflicts. Some tenured staff may also feel intimidated, which makes them less willing to divulge relevant work procedures.

Executives should not spend time and money recruiting if they are unwilling to facilitate or implement strategies for positive integration. It’s important to gather feedback, provide continuous evaluation, and get the new employee’s perspective. Determine what changes can be made to improve the process. Provide tactful feedback and this should be reciprocal. The hiring manager should be receptive to constructive criticism because this is an opportunity to identify and correct process gaps.

The onus is on leaders to create a good impression because the employee will also be assessing and deciding whether to continue their employment. The probationary period will not be meaningful if employees are not given the tools to perform satisfactorily. In fact, this would be a disservice to both parties.  

Featured Image: It’s important that new employees receive thorough training and a positive integration into a new job. | Pixabay