>I was able today to help a colleague with an area of work he was struggling with – time management. It’s an oft quoted area of difficulty that junior staff just don’t know how to handle. I was also able to help a colleague think about how to set realistic objectives for team members. What came out from both of these conversations is the importance of getting the basics right. And when I say the basics I really do mean the basics.
In the probation period of any new joiner the onboarding process should ensure a range of things are happening so that person is able to be effective in their job. A lot of that though has to do with the essentials of the job role. We can expect someone to hit the ground running when joining, but if we’re not giving them the right start, how can we expect them to succeed? A person can only be pro-active so much before they’re just facing obstinance and challenges.
So what is this onboarding process all about? Research has shown that an effective onboarding process increases the amount of discretionary effort an employee chooses to exercise. Discretionary effort is defined as the amount of effort an employee chooses to exercise over and above the bare minimum. So, the better the onboarding, the more engaged and productive the employee. Therefore the onboarding process has to be robust, inclusive and wide ranging.
What you’ll find is these suggestions seem to cover trivial things but you’ll be surprised how much of a difference they truly make.
Here are my suggestions for an effective onbaording programme:
– orientation of the building including things like facilities department, toilets, canteen, vending machines, exits and entrances to the building.
– meeting everyone in your department and going for a department/team lunch
– meeting people from other departments who are key to their role
– all the technical stuff (PC, phone) set up and ready before they arrive
– showing them things like file structures, networks, intranets, extranets, wikis, etc
– give them an overview of the organisation structure
– meaningful tasks to start getting on with
– arrange a buddy
– setting objectives for the probation period
– introducing them to other departments and getting them to arrange their own meetings
– assigned work relevant to their role
– explain company history and values
– talk them through HR processes and L&D plans
– weekly meeting to discuss progress and review their learnings to date
– buddy lunch
– arrange possible shadowing of other team members
– weekly meeting
– explanation of competency frameworks
– explanation of different business units, how they contribute to the company and how you work with them all
– evaluation of how they are adapting to the work environment and coaching to improve their effectiveness
This is what should happen in the first month. There should be a lot more that happens which you will need to identify. But if you can get these basics right then things such as performance reviews, giving feedback, coaching, all become easier because you’ve already covered these aspects. Conversations can then centre on actual job role, tasks, development, etc.