In this video, HR consultant and trainer Catherine Mattice explains the ins and outs of making a job offer as a human resources professional. Learn how to make a job offer over the phone and then send an offer letter. She covers what should be in a new hire packet, and the onboarding process for a company.
- You wrote a killer job posting, you recruited your socks off, you interviewed lots of great people, and you finally found the one. It's time to bring them onboard. The smoother the transition into your organization, the more quickly that new hire will be making meaningful contributions. First up, call your candidate to tell her she's gotten the job. Be professional, but be enthusiastic. Tell her she was your first choice out of 100 resumes and that you were truly impressed with her resume and interview. Also discuss pay, benefits, and other perks.
Once you've laid out everything you've got, get commitment to join your team. If asked for a little time to think about it, see if you can understand the hesitation. Let them know your deadline for an answer and you could even tell them you want to let the other candidates know the position is filled. Few people will drag their decision on if they know it's affecting someone else. Once your candidate has agreed to join your team, provide a list of next steps, so they know what to expect. Your very next step is to send the employment offer letter. Include everything.
Job title, salary, benefits, vacation, holidays, perks, and that employment is at-will. Also include a deadline for a written acceptance from them, and be sure your attorney reviews it before you send it out. Also be sure the letter is written in a tone that matches your company's culture. Remember that everything you do is indoctrinating this person into your company so they can become a fully functioning member as quickly as possible. Once the offer letter is signed and returned, or accepted in writing via email, send along a new hire packet.
This should include a personalized welcome letter from the CEO, the confidentiality and noncompete agreement, consent forms for any background checks or drug testing, and corporate values and codes of conduct. You should also include your corporate policy handbook, required forms and brochures, and any other pertinent information. You might also include things that are common knowledge for you, such as a list of restaurants in the area, and the secret backroad that will help them avoid traffic in the morning. It's very important to include an agenda of the first week at work.
There's a lot of evidence that the quality of onboarding is directly related to turnover. Onboarding is an ongoing process that includes everything you can do to fully bring your new hires into your organization and its culture. Onboarding should last for up to six months or even a year, and there's so many options to consider. You might pair new hires with a mentor, send them out to lunch with a different department each week, arrange interviews with key leaders, or send them along to observe a sales meeting with a client. Be creative.
Anything you can do to indoctrinate your new hire is valuable. One company asks the last person who was hired to create a survival kit for the newest hire. This is a fun way for the last person who was hired to get involved in bringing on the newbie. Another company provides a list of questions to ask different coworkers and the newbie gets a cool prize if they get all the questions answered by the end of their first week. Whatever onboarding programs you decided to implement, the key to their success is everyone's involvement. New hires should not be left feeling like they're a nuisance when they ask questions or that their manager is the only person they can rely on for information, and you should not be left feeling like you're the only one responsible for this person's success.
If everyone makes the first few weeks and months as comfortable for your new hire as they can, they will return the favor in productivity and meaningful contributions to your company's success.
HR consultant Catherine Mattice outlines some of the considerations of the human resources professional, such as balancing the needs of employees with the interests of the organization. She reveals how to conduct an HR audit to identify HR practices that need improvement. She then outlines core HR responsibilities: staffing, training, documentation, compensation and benefits, performance reviews, job descriptions, compliance with state and federal regulations, and more.
- Building trust with employees
- Conducting an HR audit
- Classifying employees
- Setting up compensation and benefits
- Creating and enforcing company policies
- Writing job descriptions
- Recruiting, interviewing, and hiring new employees
- Managing employee performance
- Training employees
- Disciplining employees