Onboarding adds up to long-term success, happiness

Finding the right person for an open position is only part of building a successful and happy work team.

Onboarding is another big part of the equation.

According to an Indeed survey, 39% of employees who left a new job within the first six months said more effective onboarding and training would have helped them stay longer. Creation — and implementation — of a strong onboarding program is key to creating and keeping a strong workforce, whether you're a small start-up or a business with a human resources department and dozens to hundreds of employees.

"Employee onboarding is one of the most critical steps in the hiring process," Indeed officials said on the online job website. "When your efforts are effective, onboarding prepares employees for success by ensuring they’re engaged and supported from day one. Providing a positive initial experience with your company and equipping new hires with all the information and tools they need will help you reduce turnover, increase efficiency, and assimilate new employees much faster."

Where businesses often go wrong is limiting onboarding to filling out the initial paperwork, a quick introduction to coworkers, and a brief tutorial on how to use any relevant technology and computer systems. Some firms add a brief job shadow, provide a list of helpful contacts, and then with a cheery "Let me know if you need help on anything," the process is effectively over.

The process often lasts a day or less.

It is, industry experts say, a laundry list of what not to do. Some confuse orientation — filling out paperwork and an introduction to their team and workspace — with onboarding. Onboarding is a more comprehensive, long-term process involving training, best practices and company policies, bringing the new employee into the fold as a valued member of the team right away.

"Being the new kid in town is often a little lonely, but it doesn't have to be," Indeed officials say in a "how-to" onboarding information video. "Assign a peer in the department to act as a new hire mentor/buddy during their first few weeks. You could also organize a team lunch or send your new hire a bag of goodies."

The goal is to not only provide your new employee with the tools to do their job but to make them feel welcome from the moment they step into the building on their first day, setting the stage for a long and happy collaboration.

The first step is recognizing that onboarding and orientation are two different things.

"It's crucial to understand the distinction between onboarding and orientation. While orientation is a one-time event that introduces new employees to the organization, onboarding is a comprehensive process that goes beyond the initial introduction.

But how do you build a successful onboarding program? There is a plethora of information and both Indeed and Forbes have a plethora of tips on how to create a plan that helps you keep that one-of-a-kind hire.

• Be prepared

Like the Boy Scouts, preparation is half the battle. Create a plan several weeks before your new employee is set to start. Gather all pertinent documents and information, from when to show up to where to park, and send a welcome email so they know what to expect. Create an agenda for their first day — or week — outlining key dates and times.

During this time, both Indeed and Forbes officials say, to ensure they are set up in the right systems, that their computer system is set up and ready to go.

• Warm welcome

Create a welcome package, complete with all documents and information relevant to their new position. Include key names, phone numbers and email addresses as well as their job titles. Create an agenda for their first week, introducing them to both their new teammates and outlining your expectations.

• Buddy system

While your door may always be open, there are likely going to be times when you won't be available — or know the finer details of a position. By pairing a new employee with a co-worker, you give your new employee someone they can turn to for advice and mentorship — and you give existing employees a chance to shine and develop leadership skills.

Within their first week, set one-on-ones with everyone from employees within their department to key leaders and employees from throughout the company. This sets the stage for a wide range of skills and collaboration throughout your company, benefitting your business and, as critically, your customers.

• First day fun

Sure, there is paperwork that needs to be completed. However, that doesn't mean the first day can't be fun as well. Once the paperwork is done, set the stage for a little bit of fun and a warm welcome. Have their ID badge, password, and handbook on their desk waiting for them — anything that will make the first day a success, Indeed officials said.

From lunch with coworkers to a first-day gift, let them know that you're excited to have them as part of your team. Add a few special touches to their desk — swag with the company logo, a plant, and a gift card for a nearby coffee shop; let them know that you are happy to have them on board.

• Announce the news

Send out an email to fellow employees, from their department to the entire business, depending on the size of your company. Include their name, job and responsibilities and a bit about their background. Include the new employee in the announcement so their new co-workers can message them directly.

• Policies and procedures

By ensuring your new hire has all of the policies and procedures that affect their job on hand, you're making sure they have the tools they need as well. They'll be able to quickly reference what your company expects and how it wants different procedures done. If possible, Indeed officials said, ensure company officials have both paper and digital copies available so that they can access the information whenever they need it or wherever they are.

• Checking in

Asking for input doesn't mean you're doing anything wrong or that anything needs to change, but it does allow you to make adjustments and improvements as needed. Onboarding procedures should be a work in progress and open to change as new ways are discovered and gaps are found. Checking in with new employees also allows you to discover them.

After an employee's first week, first month, and third month, check in to see how they are doing and answer any questions they may have. Regular feedback sessions — especially for millennial employees —  help head off any potential problems, allowing you to address any concerns and confusion quickly and before it becomes a major problem, Indeed officials said.

"Millennials don’t just thrive with a mentor," Indeed officials wrote on the website. "A study conducted by SuccessFactors and Oxford Economics in 2014 found that they want feedback from their managers at least once a month, and probably more often.

"The same study found that millennials want feedback 50% more often than employees in other generations. And although feedback sounds formal, many just want frequent, informal updates on their progress — and 56% of them felt that they weren’t getting enough."

Information: Indeed, tinyurl.com/4njdj9u3; Forbes, tinyurl.com/4ewfn9fc