This issues inquiry:
Dear Recruiting Expert,
Our organization is doing well with our interviewing and hiring processes. However, as the Chief Operations Officer, my view of recruiting extends beyond simply hiring critical talent. We have an unacceptable percentage of employees leaving within the first six to 12 months. Do you have any suggestions?
Thank you,
Robert J.
Dear Robert,
I agree with your measurement of your organizations recruiting success. Good recruiting includes the retention of critical talent. While each employee has responsibilities to their employer, the employer also has a responsibility to challenge, motivate, reward and retain the employee.
On-boarding is generally separated into short term on-boarding and long term on-boarding. Short term on-boarding can consist of:
Informing new employees what they need to bring on day one
Showing them where they should park their car
Explaining to them whom to ask for in the lobby
Telling them where the restrooms are located
Informing them whom they should they talk to if they have additional questions
Setting up email accounts, computer and mobile phones, office equipment, and ordering business cards
Sending out an email to everyone in the office so theyre prepared to welcome a new employee
Issuing a security badge
Providing instructions for any necessary software
A surprising number of employers stop here and believe they have completed a thorough on-boarding process for their newly acquired talent.
Robert, if this is the extent of your organizations on-boarding, perhaps implementing a long term on-boarding process might improve the retention of newly hired employees.
By the nature of the circumstances, the new employee is going to be more receptive to consider an offer from another employer where the perceived transition appears to be easier or the fit appears to be better.
The long term on-boarding process reduces the level of frustration, increases loyalty and improves the efficiency of the new employee .all leading to better employee retention. Examples of a long-term on-boarding include:
The hiring manager personally taking an active role in the development of the new employee
The employees manager making introductions to fellow peers and superiors, then scheduling 15-20 minute follow-up meetings every 10-14 days
Creating a 6-12 month schedule for the new employee to meet with co-workers and spend a half day working in other departments
Making sure new employees understand how their talents contribute to the company
Ensuring that the manager and new employee have discussed how to best motivate the new employee
Developing a checklist or first-six-month plan with the new employee, and making sure to follow a structured approach to assure the items are completed
Robert, there are numerous on-boarding resources available. Some can be found easily by searching the Internet. It is important to develop a specific program which fits your organization and can be easily implemented.