onboarding Archives - InfinitiHR | Human Resource Consulting & HR Services

Posts

“I’m a New Employee Here… I Think” Part Two

January 3, 2016/in Blog/by Inspiring HR

Written by Lisa Porro, PHR & SHRM-CP

Part 1 of this blog centered on the onboarding process after a new employee signs an offer letter. As you are preparing for your new hire’s first day, remember that this is yet another chance to make a great first impression – in person. You only have once chance to make a great first impression!

Part 2 – THE FIRST DAY OF WORK

An employee’s first day at a new company, good or not-so-good, will always be remembered – especially by that employee. New employees have friends, family and colleagues that they share their experiences with. Chances are you would prefer that when he or she talks about their first day that what they describe not be the most hilarious, sad, disaster-ridden story ever told.

Take “James”, for example. He starts out optimistic about his day. But if his laptop isn’t ready, if he’s left watching his co-workers take a guess at who he needs to talk to him next, or if he’s trapped in a small, windowless office for two hours filling out paperwork, he may not have fond memories. These experiences will set the tone for the entire time he is employed at your company. Since turnover is challenging and costly it would be ideal for “James” to stay for a long period of time.

If you’ve done some good prep work, there should be a schedule in place; at least for what the first day or even the first full week or work should be like. James will know where to park, who will be greeting him when he arrives and will hopefully have working equipment, such as a computer and phone at his desk or work area. His first day as your employee is beginning.

BE FLEXIBLE

A frantic call comes through the front desk and it’s James. There’s been an accident on the I-5 and he’s stuck in traffic. He was of course hoping to arrive by 8:30 but the accident is putting him back by at least forty minutes.

The new employee’s manager calls HR. She was up all night in the ER with her son and won’t be able to be in the office until around noon.

Ideally, there should be a couple of people, (the hiring manager, the senior member of their team or another leadership team member) assigned to keep tabs on and facilitate the orientation/onboarding schedule.

The day may be completely derailed and there may be a lot of running around behind the scenes, but the important thing is to maintain a sane, professional atmosphere no matter what happens. James shouldn’t have to witness any meltdowns or be privy to any interoffice frustrations, at least not on his first day.

In case there is an unexpected opening in the schedule, and his new hire paperwork is done, allow him to regroup on his own for a bit with a copy of the org chart and the latest financial report or company newsletter.

BE MINDFUL

Planning a spontaneous meet-and-greet after lunch for the whole office to meet James over coffee and snacks? Some new employees may welcome the large group hello, but others may not be comfortable being the center of attention until they get to know their co-workers a bit better. You may want to take the time to ask the new employee early in the day how they would like to meet everyone and offer a few suggestions. Perhaps brief one-on-one introductions on a walk around the office would be preferable to a big group setting.

Also, it might be a good idea to keep an eye on James toward the middle of the afternoon. If he appears to be sitting idly, confused or overwhelmed, a change of scenery may help. A quick walk to a local coffee shop, even a team walk around the building for some fresh air might help revive him and embrace the entire work experience and the good opportunities in front of him. He is absorbing a lot of information and meeting a lot of new people. It’s a lot to take on at once. If he looks confused, it isn’t insulting him to ask if everything is clear.

BE HELPFUL… BUT DON’T HOVER

James will have a lot of questions. Offer assistance, be available and visible, but try not to babysit.

If possible, provide James with a list of useful contacts as well an org chart that he can review at his leisure. If the office is large, a phone list of who he should call or email to resolve various challenges is helpful. Challenges such as: the copier does not work; he needs office supplies; he can’t find his office key, etc. If it is a small office, be sure to introduce him to the “behind-the-scenes” doers – generally the administrative staff who keep the office running smoothly.

Some companies have a helpful “Need to Know” or “Office FAQ’s” type of list. These are generally more “house rules” than a “procedure manual.” Is everyone responsible for clearing and washing their own dishes in the breakroom? Are mugs communal or does everyone have his or her own? Does the first one in the office make coffee, regardless of level? When you are last to leave, what needs to be done?

BE PROFESSIONAL, EVEN OVER BURGERS AND FRIES

It’s usually traditional to take the new employee out to lunch. This can be a great opportunity to get to know your new team member in a more relaxed setting. It can also backfire if other lunch attendees see it as a venue to let their hair down and dish on the “real office scoop” to “help” James navigate office politics. A Welcome Lunch, while more relaxed in tone, should still be seen as a part of the work day, and reflect the same professional environment that the office does. Consider keeping the group small and try to choose a restaurant that reflects a “business casual” tone. A sports bar or fast food establishment may not be the best choice if you want to keep the conversation on a professional level.

BE APOLOGETIC, BUT DON’T POINT FINGERS

James’ new ID doesn’t work. His computer wasn’t loaded with the critical software he needed despite your best efforts. One of the managers he was supposed to meet with got pulled into another meeting last minute. These challenges are common. It’s okay. James will understand that things happen. While it would be easy to blame and grumble, again, James shouldn’t have to know that you’ve been having big issues with the IT department or that Jane, the manager he was supposed to meet with, has an annoying habit of canceling meetings. He’s new – let him keep his initial impression that your office is a well-oiled, smooth operation intact… at least for the first day; even better, the first week. Simply smile, apologize and move on.

AND FINALLY… BE PATIENT

James is new. For the first day and beyond, maybe for the first month, he may be more confused than you expected or slower that you had hoped. Ensure he knows he should be comfortable asking questions, that everyone has an open door. The goal of a successful onboarding program is to get him up to speed and ready to contribute in a reasonable amount of time. Everyone absorbs information at a different rate. What may have worked for your last new hire may not work for James. Check in with your new employees often during the first ninety days or so. Daily one – to – one meetings, for about 10 -15 minutes, during the first week of employment, is ideal. Weekly one-to-one meetings through the rest of the introductory period will help continue to keep things on track.

If there are deadlines related to enrollment for benefits or other items outside of his day-to-day work, gently remind your new hire when they get close. Chances are James will be so wrapped up in his new job that he’ll forget he needs to enroll in the 401k, designate a beneficiary for his life insurance or RSVP for the holiday party. If your long-term employees can forget to turn in a form, imagine how easily a new one can.

Be impressive, be professional and be organized. Avoid turning off someone you are hoping will be a long-term contributor to your company. Remember, you only have one chance to make a first impression.

Click the link to view our recent blog: “I’m a New Employee Here… I Think” Part One or check back for more on human resources, payroll, insurance and benefits.

“I’m a New Employee Here… I Think” Part One

December 5, 2015/in Blog/by Inspiring HR

Written by Lisa Porro, PHR & SHRM-CP

Most People Have at Least One First Day at Work Horror Story:

“Security had no idea I was coming, no one at my new company was answering their calls, and I had to wait for an hour for someone from the office to let me into the elevator.”
“My cubicle neighbor on my first day let me know that that he hoped I wouldn’t eat at my desk because he was very sensitive to all smells.”
“The company-issued laptop I was given was dirty, and the S key was loose.”
“Everyone, including my supervisor, disappeared at noon and I was left on my own for lunch. I finally had to ask the receptionist where the break room was so I could eat my sandwich.”

Companies spend a great deal of time and money in hiring a new employee. They enlist recruiting firms, hold marathon interview sessions, draft and edit offer letters until they are perfect and then breathe a sigh of relief when an offer is finally accepted. New hire paperwork is gathered, background checks are started and someone notifies IT to assign an email to the new team member. Business cards are ordered, training is scheduled and voila, the technical part may be almost done. But there is another side to onboarding.

A first day at work is much like a first day at a new school. The incoming employee (let’s call this one “James”) doesn’t know anyone, has no idea who he will sit with at lunchtime and is a little nervous about the whole situation; the “newness” of it all. He wants to make a good first impression while simultaneously learning names and just about everything else he will need to know to do his job. It’s a bit overwhelming to say the least. If the onboarding process isn’t organized, it won’t make things any easier for James.

Onboarding, which should start well before the first day, is a long process. It involves more than getting paperwork signed, getting a company ID, sitting through a lecture on job expectations and taking the “Harassment in the Workplace” webinar. Onboarding sets the stage for the entire length of employment. Employees will always remember how their first days at work went for them. Were people welcoming? Was the process organized? Was the company prepared for me?

There are a few proactive things a company can do that can give a great first impression to a new employee. Let’s not abandon James – we want him to feel comfortable on his first day.

After the Offer of Employment Has Been Accepted:

o Send new employee a Welcome Email.

o A brief email should be sent from the hiring manager and not delegated out if at all possible. This is one of the initial windows the hiring manager has to establish leadership credibility and a good working rapport. This email should include:

What to expect on the first day, including an indication of start time and logistics.
Details such as where to park, dress code, who they should ask for upon arrival and any documents they need to bring with them.
The List of Acceptable Documents from the I-9 form, for example.
Some office buildings are complicated – do they stop at security or head straight to the elevator? Do they need to pull a ticket in the parking lot like they did during the interview process?
Let them know who they should call if they have questions prior to their first day and make sure that person knows they are listed as a contact so he/she won’t miss an email or call.

o   Get people on the calendar!
o   This is the time to pull out your onboarding checklist and onboarding schedule. Who will handle introductions? The office tour? Who will take the new team member to lunch? New employees can be left on their own for an hour or so to regroup and review documents but too much downtime might make the company look unorganized.
o   Send a team or company wide notice of new employee – welcome email.
o   Check and double-check to see if you have the correct spelling of your new employee’s name when sending out announcements.
o   Make the announcement warm, welcoming and positive; selling those on the email of why this person was chosen to be hired.
o   Order equipment and necessary printed materials.
o   Confirm spelling on all orders that will have the new employee’s name associated with it before ordering.
o   This type of lack of attention to detail sends a poor message to a new employee who wants to feel valued, not insignificant.

The Week Before the First Day:

o   Follow up with IT to ensure proper workstation set up.
o   Will the desktop and/or laptop be ready and installed on the first day?
o   Does the company-issued smartphone have a working charger?

avoid giving the new employee old or dirty/heavily fingerprinted equipment if at all possible.

o   Ensure that a workspace or office is designated for the new employee and is clean and in reasonably good condition.
o   Do the file cabinets have keys? Do the blinds work? Is the chair the one reject in the office that no one wants because it tips over?
o   Is the desk empty except for basic office supplies?

If not, designate someone who handles company records to remove any old files and papers so they are handled appropriately.

o   Fill a company logo mug with pens and a pack of “fun” colored post-its to place on the desk. Not mandatory of course, but guaranteed extra credit. Who doesn’t love a company mug?
o   Confirm the onboarding team’s availability and adjust the schedule as needed.
o   Could the hiring manager get pulled into a travel situation that would fall on the employee’s first day? Consider changing the start date to when he or she will be available.

The Day Before the First Day:

o Hiring manager to new employee phone call.
o Confirm that the company is still excited and looking forward to the first day. This is also a great time to:

Let them know if the start time has changed due to a scheduling conflict
Answer any last minute questions the new employee has.
Remind them about those I-9 documents

o   Walk through the new workspace. Make sure no one has switched out the nicer chair.
o   Confirm with reception and/or security that they are aware of the new employee starting.
o   Confirm (yes, again) that whoever is meeting with the new employee first will be there when the new employee arrives. There should also be a backup, just in case that person is delayed for any reason. “If you could just hang tight for an hour or so, someone should be here soon” is not professional and can detract from the good first impression both the company and the hiring manager wants to make.

The main objective for pre-first day is prepare; avoid turning off someone you are hoping will be a long-term contributor to your company. Remember, you only have one chance to make a first impression.

Stay tuned for part two, that will include tips and tricks on how to avoid a bad first impressions on the first day and beyond.

Click the link to view our recent blog: Three Simple Steps in Preparing to Write a Performance Review

or check back for more on human resources, payroll, insurance and benefits

New Hire Onboarding That Motivates

October 3, 2013/in Blog/by Mindy Flanigan

Contractor Dan; he’s beyond frustrated. More than half of the employees he has hired in the last year have been let go – most of them in the first 90 days. Yikes! If a terminated employee costs the company at least one times the position’s annual salary, that’s a big loss to the P&L.

So, what’s gone wrong here? Contractor Dan decided to ask us before he was ready to hire his third office manager in three years. As we discussed his hiring process, we only noticed a few missteps. For the most part, Contractor Dan had an effective hiring process in place. He looked and listened for red flags, asked good behavior-based interview questions and even followed through with reference checks.

During this discovery period, Contractor Dan frequently told us that everyone he fired “didn’t get it”. They turned out to not be nearly as motivated post-hire as they were pre-hire. We wondered, what “didn’t they get”? Then the ah-ha moment.

Engagement! Yes, that is an HR buzz word these days. What does it mean to the average small business owner? Involvement. If you want passionate employees, who work with a purpose, get them involved. How? Does your new hire onboarding process:

Fully educate your employees on the company, its mission, its values and how it makes money? If your employees don’t know how the company earns revenue, will they understand how they contribute?
Outline for your employees where they fit in? Yes, even small businesses should have an organizational chart. It isn’t meant to demonstrate a chain of command; it is a visual tool for new employees to see all the pieces of the puzzle.
Illustrate how essential duties of a job tie to business success. If you are hiring an office manager, do they understand why they are to limit access to postage or petty cash? Don’t assume they understand how much cost containment can positively affect the business.
Communicate what you expect? Not output! What you expect in terms of the soft skills and behaviors. How to interact with peers and customers, for example? That you expect everyone to work with a sense or urgency?

Contractor Dan revealed that he was using somewhat of a sink or swim model for new hire onboarding. New employees were given an employee handbook and a non-disclosure to sign. After that, they needed to work! Before you do that, put yourself in their shoes. How would you feel about taking incoming calls before you understood who the customers were and how the company makes money. Remember, new employees aren’t mind readers. Provide examples and lead by example.

Contractor Dan is giving a SIMPLE new hire onboarding process a test run. It consists of a ‘welcome new employee powerpoint’, an orientation and training schedule to follow, organizational chart review, job description review, employee handbook script and a 90 day performance review template. ALL of these documents are designed to get new employees to ask questions and participate in their development, so they can stay involved, engaged and motivated.

When new employees swim, rather than sink, you’ve got your ROI.

Click the link to view our recent blog: HR Due Diligence When Buying a Franchise or check back next week for more on human resources, payroll, insurance and benefits.

Source: http://inspiringhr.com/new-hire-onboarding-that-motivates.html