Employee Onboarding Program
You think your employee onboarding process is effective - but how do you really know? Unless you have a strategy in place to measure the effectiveness of your employee onboarding program, you might be missing out on some major opportunities to retain top talent and improve employee satisfaction.
So, how do you measure the success of your employee onboarding program? This week, we're continuing our employee onboarding series to help you do just that.
And without further ado, here are four areas to evaluate and how they'll help you improve the employee onboarding experience.
Is it consistent and repeatable?
Think about your current employee onboarding program. Who “owns” it? Does it follow the same procedure every time? What is the duration of the program? It’s important to define the logistics in order to truly understand if the process is working. For example, some organizations believe HR should handle employee onboarding, while others see it as the responsibility of the hiring manager. In some cases, it’s a hybrid of the two.
Survey your HR team along with the managers in your company to better understand how each view and/or handle employee onboarding. Take notes and log any inconsistencies or confusion. Once you know how onboarding is being handled on both a team and individual level, you'll be able to make adjustments for a more standardized experience.
Pro Tip: Measuring Your Employee Onboarding Program
Are you measuring how much time it takes to get a new hire up-to-speed? If not, start keeping track of this metric. This will help you identify opportunities to streamline processes and implement other time-saving tactics.
Who’s leaving and why?
Of course, it’s important to track overall turnover, but when evaluating your employee onboarding strategy, it’s equally (if not more) important to know where that turnover is coming from. Is there a business unit, region or department which is showing more turnover than average – or more than anticipated for the role type? Some departments may naturally have a higher or lower level of turnover due to type of role whether seasonal, part-time or temporary. Establishing a survey instrument can help you determine what “normal” looks like for roles and business areas.
In addition to business segment, you may also wish to cross-tab the data to identify whether a level of employee is leaving faster than others. Example: in some age cohorts – say early career or recent graduates, some amount of turnover within a year or two may be expected as newer employees begin to identify their best fit roles or aspirations. Or, if a layer of management is showing shorter tenure than anticipated, this may uncover a management training opportunity, for example - as new managers can struggle without support when making the move from individual contributor to manager or supervisor.
Some employees and employee types have a greater impact on your organization by leaving than others – even if they’re new to the company. So, if your rock star managers or high-potentials are leaving, you need to know why. To help answer this question, we recommend implementing employee engagement studies and enforcing an exit interview policy. The answers could be the key to improving your future employee onboarding process, and, improving overall employee retention.
What do new hires have to say?
One of your greatest resources into insight about your employee onboarding program are the new hires themselves. Check in with new hires periodically throughout the first few months of employment for feedback. For example, you might ask:
- How are you liking your position?
- Do you have everything you need?
- What can I do to help you succeed?
- Have you enrolled in your company's benefits? How did the enrollment process go?
- How frequently do you like to receive feedback?
- Is there something that’s missing on the team?
- What parts of the organization would you like to know more about?
You may also consider (if you haven’t already) making a new hire survey part of the official employee onboarding process, to be completed after 30, 60 or 90 days. Whether you take this route, have a one-on-one conversation or both, find an opportunity to learn what’s working and what isn’t.
Are you highlighting the strong points?
No organization is perfect, but each has its own personality and perks that make it a great place to work. For many organizations, it's the benefits administration experience. Knowing that health benefits are of equal or higher ranking to salary, highlighting your benefits offerings and enrollment software in the early stages of employment could be a huge incentive for keeping good employees on the roster. But don't stop there, keep the conversation going throughout the employee life cycle. Informed employees are productive employees!
Don't let employee onboarding become a transactional process of paperwork and introductions. Instead, use these tips along with the other suggestions in this series to help new hires connect with the company and invest in its goals, values and culture.
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