A recent study in the USA looked at what was incorporated in a typical on-boarding experience and 76% of the respondents felt that the process was underutilised. Perhaps one of the challenges stems from the expectation of what the process is expected to achieve. Is the hiring organisation looking at what the new employee wants to gain from the on-boarding experience or what the employer wants to get in terms of paperwork signed off, sharing processes and policies etc?
Day one for a new starter is day one in terms of employee engagement. Landing this well can build loyalty and commitment that will last and start the employee on a journey to becoming a true advocate and brand ambassador, disappointing them in their first few weeks will be hard to recover from.
Perhaps it is time to re-balance the process and make sure that the current 30% of the content on building awareness of the culture and employer brand is lifted not just to 50% but beyond that and that the necessary "paperwork" elements are handled in a more engaging and employee friendly manner.
More than two-thirds of HR leaders (76%) say on-boarding processes are underutilized at their organization, according to a joint study from Kronos and the Human Capital Institute. Results also showed that a typical on-boarding experience focuses heavily on administrative paperwork for new hires, rather than on development and training activities. Although nearly two-thirds of respondents said the purpose of on-boarding is to integrate new hires into the company culture, this aspect makes up only 30% of on-boarding programs, on average. Another segment (24%) of organizations lack a strategy for "trans-boarding," or managing an internal onboarding. First impressions can be lasting impressions for new hires. Bogging them down with an overview of rules, workplace policies and benefits for two or three days isn't as valuable as connecting them with teammates so they feel welcome