How to

HOW TO... / 23

How to... ...onboard new staff

Poor first impressions damage staff retention. Your welcome is critical, says Mike Pooley, independent consultant and recruitment specialist at The Hayward Partnership

AdApTing TO nOW

Our industry, and the work place in general, is in a great state of flux. People and job roles have been impacted by the pandemic and many are in 'shift shock'. Many employees have been displaced, isolated or inspired to find a fresh start, and recruitment is again buoyant. To get the best from the investment in hiring, today’s employers need to address all aspects of recruiting properly and with real commitment.

firsT impressiOns

First impressions count, and the new starter's welcome must be spontaneous in its execution and tone, but in fact well planned internally. Culturally it is a 'must do' action if your organisation is serious about retention and personal development. Feedback from recent new starters has not been all good.

priOriTise OnbOArding

If we hire to add value, increase productivity, and introduce new skill sets we cannot expect this to be immediate, especially if there is no formal onboarding in place. Remember people will not stay if their excitement and energy to start well is curbed by a perception that they are not being fully embraced.

cuT THe excuses

Most businesses want to do the right thing but often claim work levels mean there is no time for instruction or queries. This is short-sighted and fails to recognise that everyone’s role gets tougher if you don’t spend time coaching and mentoring very willing new team members.

be prOfessiOnAl

Professional onboarding starts the moment the role is awarded, BEFORE the first work day. Assign the recruit a buddy, share news, have a social, invite them on site, keep them in focus and come day one take time to execute a full immersion programme.

build cOnnecTiOns

Let starters connect by showing them company or team commitment and by offering encouragement. Check in with them regularly on progress especially in the vital first three months. You hire people for their curiosity so don't block their questions. Giving your experience and an inclusive, welcoming start may be the most important thing you can do to retain a great hire! •

fAcT file

Two recent intakes said this:

"My new company did not seem ready for my arrival. That really spoilt the occasion and from a cultural acceptance point of view, made me question my choice to join from day one.” "My manager did not make time for questions or help me settle, I felt I was drowning in my own uncertainty and incompetence when in fact I had been hired for my experience and talents.”