You’ve hired the right person. Now give them a reason to stay.
You’ve spent weeks looking for the right person.
You reviewed CVs, assessed, interviewed, assessed again, interviewed more, reassessed, deliberated, and made an offer, and finally, after what feels like a marathon, someone accepts the offer! Boom!!
Job done? But what happens when they walk through the door?
Recruitment gets someone into your business. Onboarding helps them become part of it.
And, after all the effort involved in finding a great team member, those first few weeks need proper attention.
Think back to your first day
We’ve all been the new person at some point.
You don’t know where anything is. You’re trying to remember everyone’s name. Even asking where to make a cuppa can feel a bit awkward.
Now imagine arriving at your new job, and nobody seems to know you’re starting; your new boss is in a meeting, and your computer isn’t ready.
Someone finds you a chair and says, “Just sit with Colin for a bit.”
Colin’s brilliant at his job, but he had no idea he’s supposed to be training you!
Ok… It’s a bit extreme, but you get the idea, and it doesn’t exactly fill you with confidence, does it?
A new employee arrives wanting to make a great impression, and you the employer need to make one too!
A warm welcome is good; a plan is better.
People need to understand what’s expected of them, who can support them, and what they should be working towards.
That doesn’t mean a complicated process or a fifty-page handbook. It just needs someone to take the responsibility.
Make sure the basics are ready:
Simple things. But they send a clear message: we’re pleased you’re here, and we’ve prepared for you.
Experience doesn’t remove the need for support
“They’ve got years of experience. They should be able to hit the ground running.”
We hear that sort of thing a lot in recruitment.
An experienced employee may know their profession inside out. They still need to learn your systems, your customers, your standards, and how your team works.
There’s nothing wrong with expecting someone to contribute quickly. Just make sure you’ve given them what they need to do it.
Don’t wait for a problem to manifest before having a conversation
“How are things going? Anything you need some help with?” is a good check-in question, and it becomes much more useful when you give someone the time and space to answer honestly.
Regular conversations during the early days can uncover things that would otherwise go unnoticed. Perhaps the training has been rushed, or maybe the role feels different from the one discussed at the interview.
Ask specific questions.
What’s clear? What’s still not making sense? Is there anything stopping you from confidently getting on with the job?
And give feedback in return. People need to know what they’re doing well, as well as where they need to improve.
If something needs addressing, an early conversation gives both sides a chance to put it right.
Keep the promises made at interview
If you’ve sold someone a supportive team, make time to support them.
If you’ve talked about development, explain how that will work.
If you’ve promised regular contact with their manager, get it in the diary.
The experience of doing the job needs to match the conversation that persuaded them to accept it. Otherwise, enthusiasm can quickly turn into doubt.
Good recruitment needs a good start
At One-to-One Personnel, we put time into understanding the business, the role and the person behind the CV. We want a placement to work for everyone involved; it’s a One to One thing.
Onboarding is an important part of giving that match a fair chance.
It helps the new employee settle in, gives the manager a clearer picture of their progress, and creates opportunities to deal with questions before they become frustrations.
You’ve invested time and money in finding someone you believe can do the job.
Make sure their first few weeks give them every opportunity to prove you right.
One to One Personnel. Locally focused. Personally invested.
