How To Successfully Onboard Your New Hire

One of the largest mistakes companies make is thinking the recruiting process ends after their new hire signs their offer letter. So often we see companies losing the loyalty of their new hires before their first year, and sometimes before they even get started. Harvard Press reports that 64% of new hires will fail – even worse, 4% leave after their first day. Additionally, these days counter offers are coming 14-28 days after the start date. Aside from the general recruiting process, there is a precise effort that must go into place from the moment the offer letter is signed to the start date and on into the first 6 months.

Before the start date

Send a welcome email
It’s the smallest of gestures, but nothing takes less effort and feels better to receive than a welcome email from either management or the team – or both! It’s something we have instituted at our office and it has had great success and done wonders for retention. Setting that “good feeling” in motion before the new hire reaches the office leaves a positive impression leading up to their first day.

Have their desk/office set up by the first day
Nothing says “home” and permanence like the feeling of ownership. A new hire needs to be able to walk in on their first day and find a space that is purely theirs. This includes: computer, office supplies like pens and staplers, phone, and some kind of storage in the form of shelves or drawers. They should also have a list of passwords, user names, and any other electronic information they will need to set up their station.

Have a schedule prepared in advance
Despite promising that they can hit the ground running, no new employee can get themselves around on their first day on the job. Try to have the first day to week organized on a spreadsheet with scheduled meetings, trainings, lunches, and free time for personal exploration. Knowledge about the events in one’s day gives a sense of control and comfort and abates the general unease and fear that comes with first day jitters.

Make sure management is aware
This one should be obvious, but on occasion things are so busy that by the time the new hire has finished their obligations at their previous employer and taken any extra personal time, management forgets who they hired in the first place. This has led to some embarrassing moments when the new hire comes in on their first day, sees the hiring manager, and is greeted with, “Wait, who are you again?” Write a post-it, put it in a calendar, or set an electronic reminder, but whatever is done, let it not be management forgetting the new hire’s start date.

On the start date

Share the company vision
Having a conversation that reinforces the company’s goals, deadlines, branding, team mantras, and anything else that can solidify the new employees understanding the vision they have become a part of is an important onboarding step. There is still a selling aspect involved here – being informative about what the new hire should expect in regards to structure and company/team aspirations means he can feel attached to the vision and hopefully want to immediately contribute to it.

Set clear goals and expectations
In one of the first day meetings, the new hire should be sat down by a manager/executive and made very clear what his goals and expectations should be. From a broader perspective, they should know why they were hired and what their long term objectives should be.

Treat to lunch
Someone on the team should be prepared to offer to take the new hire to lunch every day during their first week. It’s another simple gesture that goes miles in helping new hires appreciate the team environment they’ve ended up in. Most new employees, whether they were an active or passive candidate, are always keeping their eyes on an exit strategy should the job not be what was promised in the interview process.

First month and on

Make time for weekly one-on-ones
Management should arrange for one 1:1 session weekly in order to check in with the new hire and make sure they’re making their way. These sessions should proceed for the new hire’s first month at the very least. This is a great opportunity for both sides to express concerns, exhibit any questions, and generally get everyone on the same page.

Don't allow recruiting to disappear
Far too often recruiters feel their job is over after the new hires have started. Whichever recruiter was responsible for matchmaking the candidate with the company should also check in at 1 week, 1 month, and 3 months. By this time, a new employee’s own retention will reflect strongly on any other new hires that are brought on board after him.

Share the culture
Feeling like you’re the only one who missed the joke is uncomfortable. An easy way to build quick camaraderie is to share some of the team funnies and happenings so the new hire knows what to expect and when to laugh. Additionally, make sure the new hire knows of any regular rules or celebrations. “Casual Fridays,” intra-office softball leagues, trivia or poker nights, and organized bonding events are all things that can be shared with minimal effort but receive large amounts of gratitude.

The ultimate goal of orientation and onboarding is to immediately create a sense of ownership and loyalty with your new hires. By maintaining this cycle, you will find that new employee retention will increase significantly and contribute greatly to the team or company’s overall success.