How PeopleStrong Onboarding Helps To Retain New Hires

Imagine you’re going into a new shop. What do you see?

Sure, you look at the brand. You look at the display on the shop windows.

Now, imagine the first time you walk into that shop.

What do you see? What do you feel?

You look at the lighting, the sequential placement of items, the ergonomics in the arrangement and the first hello that the serviceman says to you.

If it’s good, you’re that much further into the shopping cycle than before and that much more involved.

As the proverbial saying goes, hook, line and sinker. That first hello, that first experience is, for each and every employee, the onboarding experience.

Over the course of years, organisations have been trying to optimize this first interaction.

We’ve come up with better ways to streamline, make the first interactions fun and much more about learning than just about the documentation.

Countless organisations have dedicated the first day entirely to induction training and some have even followed that up with a few more days.

But what do you do when your industry demands from you an extremely fast-paced workforce?

What do you do, when business needs able men and women on the front lines as fast as possible?

What do you do when your organisational footprint is so large, not all employees get to interact with their HR on day 1?

 

Is your onboarding still an activity or should it now be an enabler?

Studies estimate that the cost of replacing an entry level employee is between 30% -50% of the person’s annual salary.

When the decision of employees to stick with an organisation is made within the first 30 days, it is the moral responsibility of the employer to make sure that the employee’s decision is enabled on the right metrics and not matters which would otherwise be moot.

Getting the onboarding quotient just right is of paramount importance to an organisation.

We’ve all been listening to the age-old adage, “the first impression is the last impression”; and while we may or may not agree to the statement in its entirety, we acknowledge that it is up to a very large extent a precursor to the overall opinion and even at instances a directional current if not the destination itself.

And to get all this right, you need the right data!

 

The Challenges in Onboarding for HR

The greatest feat for any HR team is not the enablement of managers of the organisation to take the most informed decisions, neither is it to enable employees to gain the correct information to perform their day to day tasks; but it is to ensure that all managers and all employees at every office have the same level of enablement.

The wider the footprint, the greater the task and the greater the achievement.

So how does HR ensure that experiences are the same across the organisation? The method cannot be too rigid not allowing for locational flexibility, but it cannot be too flexible allowing for any noncompliance.

Then how does HR ensure that a streamlined process makes way to every corner of the workforce without any additional tassels?

Organisations agree that an onboarding exercise should be the same across all its locations.

But for organisations that also operate in remote locations where the availability of HR professionals is not pervasive poses problems.

Not all managers and employees can be trained to take on the onboarding task. It is in such situations that the onboarding mechanism takes a documentation procedure to maintain the uniformity.

However, too much of documentation would lead to the exclusion of interest for employees.

The next milestone is the analysis of the collected data from this uniform process.

Organisations collect huge amounts of data, but what matters most with data is collection at the right time and the right interval.

In the onboarding process, an overall scorecard can get you only so far to justify a refined activity,  however the measurement and tracking of the all activities at the right junctures can be, for lack of a better term, revolutionary.

The adherence to data sets and their insights may not be evolutionary, but they sure do lead to innovation. The small finite number of changes in activities can bring about a great change in processes and their penetration.

 

The Business Need

An HR Function is akin to a smooth ride. It involves the right application of the right components at the right time.

Similarly, a successful onboarding activity involves the application of the right practice at the right centres and the appropriate distributions in time.

The derivation of the results from an onboarding process is just as important for the organisation and its stakeholders as is the business itself.

Organisations delve further in to the human ability to enrich data and derive insights from everyday tasks.

And being the first and foremost point of contact, it becomes the HR function’s responsibility to refine the information given to new joiners and to see to it that the collective insights from new joiners go towards the formulation of better policies and procedures.

 

Leveraging of Technology

When one joins a new organization, the biggest information one needs to know are the role details and description and the kind of ecosystem he/she would work with. 

With an Onboarding Module, one can onboard new employees with personalized, required learning content that is defined for each career path. 

This content is accessible from a single screen. What’s more, is you can assign them a buddy to make their transition into the new environment seamless.

An Onboarding Module reduces the hassle of multiple levels of onboarding formalities both pre and post joining. 

Be it be pre-joining forms or a few pieces of training and documentation. Get it all in one place and reduce the boring part of the onboarding process to 30 minutes or less.

In addition, it allows for the introduction of the Company’s Brand to new employees, even before they join through an onboarding portal.

Ultimately, it enables the seamless transition from candidate to employee.

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