Each year in the United States, more than 25 percent of the working population experiences career transitions, according to the Society for Human Resource Management (SHRM). Managers begin new jobs every two to four years, and in Fortune 500 companies alone, approximately 500,000 managers take on new roles each year partöy because of the lack of proper employee onboarding.
Career transitions often do not go as planned. Half of all senior outside hires fail within 18 months in a new position. Half of all hourly workers leave new jobs within the first 120 days.
The employee onboarding process can help reverse these trends and add value to the organization.
“Employee onboarding is the design of what your employees feel, see and hear after they have been hired,” entrepreneur Michel Falcon says in Forbes. “Often, companies confuse onboarding with training. While training does have a role within the onboarding it doesn’t represent the entire scope of the process.”
Onboarding processes range widely from one organization to another. L’Oreal’s onboarding process is a two-year, six-part integration program that includes training and roundtable discussions, meetings with key insiders, on-the-job learning supported by line management, individual mentoring and HR support, along with field and product experiences such as site visits and shadowing. In contrast, other companies resort to the “sink or swim” strategy that often leads to new employees struggling to figure out workplace norms and what they should do.
[pullquote]Formal onboarding involves a written set of coordinated policies and procedures that help new employees adjust to their new job, in terms of tasks and socialization.[/pullquote] Informal onboarding involves a process by which new employees learn about their new job without an explicit organization plan. “Research shows that organizations that engage in formal onboarding by implementing step-by-step programs for new employees to teach them what their roles are, what the norms of the company are and how they are to behave are more effective than those that do not,” according to the SHRM.
The first 90 days of employment are pivotal to building rapport with the company, management, and co-workers. A study found that new hires in this timeframe had positive attitudes when support levels were high from the team and leaders, according to Maren Hogan, CEO of marketing firm Red Branch Media, in Forbes. A separate study found that when employees go through structured onboarding, they are 58 percent more likely to remain with the organization after three years.
When done correctly, employee onboarding leads to higher job satisfaction, organizational commitment, lower turnover, higher performance levels, career effectiveness and lower stress.
The Four C’s of Employee Onboarding
There are four distinct building blocks of employee onboarding that form a successful process, according to the SHRM.
The degree to which an organization leverages the four C’s determines its onboarding strategy level. There are three levels, the SHRM says.
Organizations can enhance efficiency and create a more successful environment for new hires by focusing on the following ways to improve the onboarding process.
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