This video presents the steps to follow to onboard high potentials in particular.
- Did you know that 60% of all new hires decide to stay or leave a company within their first six months? Not what you want to have happen when you've spent significant time, energy, and money hiring someone. But avoiding this can be easier than you think. It all comes down to what you do the moment they enter the door. It's all about an outstanding onboarding experience. Research shows that employees are 70% more likely to stay longer than three years if they have a well-planned and structured onboarding.
A great onboarding experience helps new hires feel welcomed, understand your culture, and know what's expected of them. They'll learn where they fit in and what relationships they need to build to be successful. High potentials want to make a difference, and they can't do that well without an onboarding plan that sets them up for success. So let's take a look at the 4 C's of onboarding: confidence, connection, culture, and clarity.
First is confidence. High potentials are naturally confident, and it's important that they stay that way. Structured onboarding gives them the critical information and tools they need to achieve quick wins. Connection comes next. High potentials need to quickly build meaningful relationships to perform at their best. This may include meeting team members, peers, key leaders, and select customers and partners.
An effective onboarding plan includes a comprehensive list of people to meet and what role they play in an individual's success. Third is culture. Without a sense of "how we do things here" and what is valued, it's easy for new hires to feel lost. Help them learn to embrace the organization's values and immerse them in the culture. Allow them to experience what makes the company special and unique. The fourth and final C is clarity.
Clarify expectations. Review priorities and show new hires where they fit in the organization. Share how decisions are made and what type of communication works best. Don't forget to highlight available learning opportunities and the development they'll receive. Tell them about career options. Get them excited about a long-term career right away. Now, how do you implement these four C's into your onboarding process? Let's take a look at some best practices.
Start by mapping out the first 90 days. Build a checklist of team members and stakeholders the individual should meet with. Identify key meetings they can attend and what resources are available for them to learn about key company and customer information. Share organization and team goals and discuss how they can best contribute. Next, set the individual up with a peer mentor and provide job shadowing opportunities. Don't forget the basics like product training and policies and procedures.
And most of all, ask new employees frequently what questions they have. A best practice for a new leader joining an organization is to implement a process where the individual's team provides anonymous feedback to questions such as, "What advice do you have for this person?" And, "What should he or she know about the team?" So we've covered what can make onboarding successful. But don't forget. It's not Human Resources' responsibility to make onboarding work.
Human Resources may be involved in designing the process, but it's the individual's direct manager, leaders, and team members who are responsible. To sum it up, use a formal process to set your new hires up for immediate success. Onboard everyone joining your organization, and they'll be more satisfied, will perform at a higher level, and will remain committed to your organization. And your high potentials will be ready to hit the ground running and shine.