The recent labor shortage has caused tremendous stress for organization leaders. Many human resource professionals are now offering jobs to under-qualified applicants simply to fill openings. More often than not, these same employees leave, ensuring the hiring cycle continues. Effective staffing requires a comprehensive onboarding strategy – one that begins well before new-employee orientation.
During recruitment, our first contact with prospective candidates initiates our onboarding strategy. Within these announcements we introduce our work, culture and values, and our commitment to diversity and society. We begin shaping perceptions of our future workforce and set forward the process for onboarding employees.
Through our hiring process we should consider the type of questions we’re asking. Do they fit the position and organization? How? What do we hope to learn from responses to each question? How do they align with our job descriptions and performance evaluations?
Employee orientation commences once a new employee has started. We highlight our mission and strategy, review our history, provide a tour of the facilities and quickly begin training the newcomer. These aspects are significant, as they describe to employees what we believe is important to know about our organization.
During socialization, newcomers are welcomed and start becoming connected with their co-workers, team and the organization. Socialization does not happen overnight; rather, it is an extended process that requires upfront investment and follow-through.
Roughly 25% of organizations do not utilize any form of employee onboarding and most HR professionals believe their organization does a less-than-satisfactory job of onboarding new employees. To begin rethinking our onboarding strategy, we must recognize that onboarding is not orientation.
Phone: (260) 557-1760