Join Todd Dewett for an in-depth discussion in this video The first year, part of Onboarding New Hires.
The onboarding process is now nearly complete. To wrap things up, you still face several important tasks. The first is collecting data. This will be the last round of data used for continuous improvement of the onboarding process and will be added to everything collected earlier. In addition to using the same instrument used in the past, some organizations go a step further and collect data from people who work with the new hire. Think about their peers, employees who report to them, and even clients or outside vendors.
Onboarding should result in an adjusted and well-performing employee. These are the people who can speak to the type of employee the new hire has become in terms of overall performance and fit with the company culture. Okay, the next topic can be tough. Intervening to correct performance. By this point, you have lots of good performance data you can use to assess the employee. If you've intervened to address performance problems and not seen clear improvement, it's time to act again. You don't have to wait until the one year mark, but between six to 12 months.
If performance is a problem, you have to change the person's role or possibly let them go. Be compassionate. Be data driven. And be sure you've met all the requirements of your particular bureaucracy. This may or may not represent a failure of the onboarding process. A point that leads right to the third major task. At the end of the process, it's time to collaborate with the onboarding team. Depending on where you work, this might be one person in HR or a cross-functional group representing many departments.
Ideally, you'll be present as the person's supervisor. The hiring manager will attend if there was a dedicated hiring manager in the process, and the responsible person from HR. Your goal is to complete a post-mortem analysis that will increase the odds that onboarding will be even more successful, moving forward. Start by discussing the main findings from the data collected over the first year. Then think about the process. Specific events and activities. The timing of things throughout the process.
And all of the tools and resources that have been used. Where are the biggest opportunities to make improvements? At a bare minimum, ask yourself as a group, what one thing we can do if nothing else, to improve the onboarding process? Then with a target improvement in hand, be very specific about a plan to make that change in terms of approvals needed and who's responsible to get it done. Now the very last task, assuming onboarding was a success, and the employee is in good standing, is to make them a part of the process, moving forward.
They are no longer a complete rookie and when other new hires join the team, they can serve a role. They might be a buddy, as was described earlier. Or at a minimum, they can take part in the orientation process early on, to give new hires a perspective from someone who survived the first year. Onboarding isn't a technical science, but we do know a lot about the simple behaviors that tend to help the process. Remember what we just covered and you won't simply have reached the end of one person's onboarding, but hopefully for them, the beginning of their productive career.
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