- Enrollment administration: what is required for a new hire to be remunerated and operate in their new organization
- Cultural orientation: getting to know how things work around here and the values of this organization
- Creating a sense of belonging: helping new people feel valued and supported
- Role effectiveness: ensuring those new to a role have the necessary skills, knowledge and tools to do the job
We have promoted an approach which puts the new hire in the ‘driving seat’ by providing the new hire with clarity regarding the documentation required as well as tasks and activities which encourage networking and experiential learning to provoke feedback and grow capability.
To achieve this, we believe certain ingredients need to be brought together:
- Setting short term operational goals for the new hire, goals that their team and leader can relate to and their achievement builds confidence quickly
- Build a development path around these operational goals and focus development on the goals, in other words focus development on each goal in turn rather than trying to build broad understanding which risks being forgotten.
- Define and allocate accountability for stakeholders across the range of administrative and development activities and then track stakeholder actions to ensure the new hire is being supported effectively.
- Share onboarding best practice and provide experiential learning activities which encourage the new hire to produce evidence of their application of learning. For example, when new hires are shadowing colleagues, invite the new hire to document reflections of their learning and share these with their manager for review and feedback. All too often learning from shadowing activities is left to chance.
- Finally, monitor new hire progress, stakeholder engagement and validate that the program is being followed. Follow-up validation with evaluation, in other words, is it effective? Bring your business metrics and development metrics together to assess the impact of the program and seek out opportunities to improve the experience.
One of the challenges of onboarding when many stakeholders are involved is how to co-ordinate all the contributions when no one person is accountable for any one new hire’s experience. In our experience, the HR team will manage the enrollment process and may organize a company ‘induction’ focused on orienting the new hire to the company. Other stakeholders are responsible for providing tools such as phone, tablet and workspace and then we have the L&D team providing specific system, product and experiential development with local leadership responsible for encouraging networking and application of learning. The new hire may need to deal with four or five departments in their first 90 days which illustrates the potential for confusion and frustration if the overall process is not mapped out and clearly understood by each party.
In our experience, there are many platforms in use that cater for onboarding including many LMS platforms and hiring platforms, what we see with these is that they are typically engineered from an administrator perspective. So, for those administering the hiring and induction/orientation experience or managing the development component, there are tools that do either of these roles admirably, however from the new hire perspective they have to transition from one platform to another to receive the elements required.
We have developed a platform which puts the new hire at the center of the experience by providing a means through which they can navigate tasks, experiential learning activities and admin requirements of their onboarding program. Our platform also enables allocation of accountability to different stakeholders for different tasks and notifies them when their involvement is required to drive engagement and a new hire centric experience. The platform also enables users to maximize experiential learning using modern mobile device features to support evidence production through photo, video, screen shot capture as well as the convenience of mobility and notifications.
Finally, whilst our reporting dashboard provides all the typical data regarding new hire digital learning and development, it also includes visibility of experiential learning and stakeholder activities. This means that accountability can be measured by leaders, giving a more complete picture when new hires fail to succeed and also highlighting those that truly support their new hires. This additional layer of data can help ensure that valuable new hires receive the support and feedback required to optimize their speed to competence.
If you would like to discuss your onboarding requirements and how our onboarding Web App can highlight accountabilities, track completion of experiential learning and provide a cohesive onboarding journey for your new hires, please do get in touch.