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Onboarding

Have you received an acceptance letter and been able to fill a vacancy? That's great! But what happens next? At a time when competition for talent is intensifying and the expectations of new generations are changing, the rapid commitment of employees is becoming extremely important. This is particularly important as successful recruitment involves not only the process leading up to the commitment, but also the time afterwards, which we refer to as the onboarding phase. It is important to ensure that the resources invested are not only channelled into attracting highly qualified talent, but also into their long-term commitment. In this blog post, you will find out how you can make the decisive difference for your employees in the midst of the "war for talent".

Overcoming a time of uncertainty

There was a time when companies hardly had to worry about the well-being or induction of employees. The supply of labour was so large that every person in the company could be replaced without much extra effort. But those days are over: the demand for qualified labour exceeds the supply. Companies choose their employees, not the other way round. Employees are spoilt for choice and no longer hesitate to change companies if the working conditions are better elsewhere. This effect is further intensified in the onboarding phase.

The onboarding phase is generally an investment-rich time for organisations. It is seen as the time when employees arrive at the company. There is a certain amount of uncertainty and ambiguity on the part of both the company and the new employee as they get to know each other. The company needs time to find out whether the person fits in with the corporate culture. At the same time, the new person also needs time to assess whether the working environment is suitable for them.

The shorter the period of service, the less attached employees feel to the employer and the easier it is for them to leave the company. This is also reflected in research: 46% of hires in the last 18 months are categorised by managers as failures. This may either be because the new person has already left the company or because they would not hire this person again.

Onboarding is successful when the person develops sufficient knowledge, clarity and confidence about their new role, their new Team and their new organisation. This enables them to carry out their work effectively and develop a positive work attitude. In reality, however, integration does not always go as hoped.

Modern onboarding and how to build long-term relationships

A study published in 2020 (Woodrow et al.) identified which elements have a negative impact on the integration of employees. It showed that conflicts with colleagues, a lack of staff in the team and problems related to a cultural mismatch are the decisive factors. Another interesting finding of the study was that explicit and/or implicit promises were often not honoured during the first year of service. These findings emphasise the need for companies to build a long-term relationship of trust with their employees. The concept of "Know Your Employee" (KYE) is becoming increasingly important to create a competitive advantage. So if companies want to make a difference for their employees, it is important to address these factors in a targeted manner.

Concrete recommendations for action

In order to successfully integrate new employees, turn them into ambassadors and thus promote the corporate culture, it is important to make a positive impression right from the start. Here are some key elements to include in your onboarding process:

1) Pre-boarding: foster a welcoming culture

  • Make the administrative part of the hiring process easier for applicants, for example with an app that provides all the necessary documents.
  • Offer a video tour of the company.
  • Create a sense of welcome before the person arrives, for example with a personalised video of the team or a welcome pack with small goodies.
  • The aim of the pre-boarding phase is to create positive expectations and anticipation for the new hire. Basically, there are no limits to your creativity. The important thing is that the welcome gesture corresponds to the values of your organisation and conveys authenticity.

2) First day: initial contact and first day at work

  • Make the first day an unforgettable experience.
  • Focus on getting to know people personally and avoid information overload.
  • Avoid new people spending their entire first day at work in front of a screen or in internal training sessions. Instead, organise a welcome day with all newcomers together to create an initial network within the company, which will help them find their feet in a new environment.
  • Plan coffee breaks or lunches together so that private conversations can take place.
  • Why not organise a unique activity? At HR Campus, for example, all new employees enjoy a walk with our CEO. This is a good opportunity to introduce the company and share the company's history and values.

3) Arrival in the team: mentoring and support

  • Encourage the team to actively participate in the onboarding process and involve all team members to reinforce the feeling of welcome. Especially in times of working from home, it often takes a long time for new employees to get to know the whole team.
  • Assign a godfather/godmother or mentor so that the person can turn to another neutral contact person in addition to the manager if they have any questions.
  • Offer regular feedback meetings to discuss progress and make possible adjustments.

Summary & key messages

In today's world, job security is no longer enough to win the loyalty of employees. Organisations are now much more challenged to take action to attract, retain and engage their workforce. Put your company values at the centre of the onboarding process and create personal experiences (key moments). Such key moments accelerate commitment and promote the engagement of your employees. This is because committed employees work with more passion and loyalty, which ultimately has a positive impact on the company's development.

Outlook for the next Specialist articles

In the next Specialist articles on Learning & Development (L&D), we will take a closer look at the central aspects of this important corporate practice. In particular, we will focus on the importance of continuous learning for the long-term commitment of employees and the competitiveness of organisations. At a time when competition for talent is intensifying, a targeted L&D strategy helps to motivate and retain employees and counteract the shortage of skilled labour.

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