The importance of onboarding

 

Business meeting

The importance of onboarding can be understood from the fact that it starts with the induction of the new hires and acclimatizes them with all the important aspects of the new organization, such as the culture, environment, people, and the business. In the light of the important elements that go into onboarding; it is a fallacy and a misconception to assume that it is yet another ritual that HR has to perform with new employees, hand them a cup of coffee and carry out the paperwork.

Onboarding goes beyond formalities

Documentation and joining formalities are just a miniscule part of onboarding. Onboarding is very important because it is this exercise that starts the process of connecting the new talent to the organization. One gets a clearer idea of this quality of onboarding when it is initiated for core personnel such as leaders and other key positions. When organizations induct leaders, they are not looking for run-of-the-mill performers. They expect something different and radical.

The organization would have roamed heaven and earth, in a manner of speaking, to find that special talent. If such talent is frittered away because onboarding could not imbue the character of the organization fully at the time of onboarding to the new leader and implant its expectations; it is a poor reflection of the ability of HR to make the best use of onboarding.

Keeping the interest up

As mentioned, onboarding is but the first step to the whole process of absorbing and assimilating the new hire. HR has to make sure that the initial excitement that the new hire experiences upon joining a new organization has to be sustained and does not fizzle out soon. Retaining the tempo is the test of good onboarding. Keeping the motivation and excitement levels consistently high over time is achieved only by effective onboarding.

A few points can be made to illustrate the importance of onboarding and what it can do if done tardily:

  • Organizations lose new hires quickly, as one in three new hires looks for new openings in just half a year of joining new companies;
  • One in three of newly hired employees in the executive cadre fall short of their targets in the first couple of years of taking up a position in a new organization;
  • Organizations are likely to lose something like two thirds of the entire talent base in just four years of recruiting new talent at the current rate of 10-15% annual rate of turnover.

A study by the Aberdeen Group puts the figure of likeliness that organizations have of retaining new leadership talent hires as a result of the right onboarding at as high as 70%. What the right onboarding primarily does is to prevent organizations from squandering its valuable resources on making a hire that stays for only a few months.

The emotional connector

So, what is that most critical element of good onboarding? Many techniques have been tried with mixed results. However, no matter what tools and methods companies use; nothing is as important in making onboarding successful as inculcating that emotional connection with the new hires.

An organization in which the HR creates and builds that emotional connection between the organization and the new hires has mastered the art of onboarding. It is this quintessential quality that makes or mars the success of onboarding. This emotional connect is the driving force of aligning the organization’s culture to the new hire, especially, a leader.

Explore the details of onboarding in a fun way

The finer elements of how to bring about this emotional connection between the new hire and the organization is what a webinar from TrainHR, a leading provider of professional trainings for the HR industry, will offer. This webinar’s speaker is Marcia Zidle, who is CEO of Leaders At All Levels and a board certified executive coach based in Dallas, Texas.

Want to make the most out of new hires? Want to understand how your organization can succeed in this crucial mission and see how it can achieve new heights with the new leadership? Then, register for this webinar by visiting TrainHR

The art of retaining talent and helping it propel the organization

Marcia will demonstrate the steps and decisions that HR can take to make onboarding effective. This is the most important means to keeping leadership talent for the long run and help the organization derive the most out of it. The following areas will be discussed at this session:

  • Learn six mistakes to avoid in your new hire onboarding process
  • Review best practices in executive onboarding accelerating executive success
  • Understand three onboarding approaches to integrate the new hire into their job and organization
  • Review an onboarding 90-day timeline with key tasks and tools to measure goals and milestones
  • Identify the top derailers for the critical stakeholders the manager, the new leader, human resources
  • Learn from focus groups what new leaders consider the top onboarding issues and ways to ensure success.

 

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Behavior based interviewing for selecting the right candidate

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Many organizations make the mistake of basing the suitability of candidates purely on their skills and the knowledge they bring. This measure goes only half the way, and is incomplete, because many organizations fail to take into consideration the fact that behavior is a stronger and more reliable indicator of the person’s suitability to the organization than just academic qualification or skills.

Behavior indicates the cultural fit of the candidate more than these other criteria and even experience. It is an often overlooked parameter for judging the suitability of candidates, but this is more important than the other criteria mentioned here because many candidates appear very well qualified and skilled, but have gaps in their behavior.

Behavioral mismatch is a serious error

Candidates with a behavioral mismatch are more likely to leave the organization or create problems for it than others. They are most likely to get fired, because they are not able to bring or reflect the organization’s thinking in their work.

Attitudes and behaviors are more vital to perform at a higher level consistently than just skills and experience, which most candidates more or less gain over time anyway. Candidates with unsuited behaviors are likely to cost organizations millions of dollars. Yet, many organizations overlook this important aspect of selection.

Asking the right questions is the key

Hiring the candidate with the right behavior involves assessing them with relation to a set of behavioral patterns and predicting their response to it in real life situations. This will help the organization gauge the suitability of candidates from the behavioral perspective.

This involves framing and asking the right behavior-based questions and evaluating the responses. Of course, doing this accurately is important, because if the behavioral test is not framed rightly or is not implemented properly; it can misfire and can lead to a less than thorough or incomplete assessment, making the whole exercise futile.

Learn the ways of assessing candidate behavior

How do organizations get this right? How do they frame the right behavior-based questions that lead them to measure the candidate in the right way? This is the learning a webinar from TrainHR, a leading provider of professional trainings for the human resources industry, will be providing.

Grant Schneider, president and founder of Performance Development Strategies, which helps organizations achieve greater results by aligning people in the organization with the organization’s mission and strategy, will be the speaker at this session. This webinar has been approved for 1 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

To get a proper understanding of the ways by which your organization can implement the strategies needed for framing the perceptive questions needed to point to behavioral attitudes, please enroll for this session by visiting TrainHR. Grant will help participants understand the ways by which they can avoid costly errors in the future by hiring candidates without the right behavior sets needed for being the right fit.

Everyone involved directly or indirectly in hiring and dealing with its effects on the organization, such as HR Professionals, CEO, Senior Vice President, Vice President, Executive Directors, Managing Directors, Regional Vice President, Area Supervisors and Managers will gain important insights into this topic.

Grant will cover the following areas at this webinar:

  • How to create and ask open-ended questions
  • How to solicit examples of past behavior to predict future behavior
  • How to take useful interview notes
  • How to get beyond the rehearsed answers to find out what a candidate is really thinking
  • How to establish interview evaluation criteria
  • How to identify and evaluate skills objectively.

Stay Interviews Help to Retain Employees

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A stay interview is a potent tool for gauging employee moods and attitudes towards her work and the organization. It helps to understand employee thinking about her role and future in the organization. It is a powerful pointer to what an employee is planning to do in the near future in relation to her continuance or otherwise in the organization.

A stay interview is different from a joining interview, at which the employee is assessed for her suitability to the role and the organization. It is also different from an exit interview, at which the organization would like to know the reasons for which the employee has decided to quit the organization.  A stay interview comes somewhere between these two types of interviews.

A stay interview is done to assess the likeliness of the employee’s continuance or otherwise midway through her tenure. This kind of interview is needed because the employee may not have quit yet, but the HR and management determine that there is something about her behavior that suggests that she is likely to take this step in the near future.

Some of the reasons for which managements gets this feeling include:

  • The employee’s unhappiness at not being made part of a project that she has expressed her willingness to work in
  • Expressing lack of satisfaction with an appraisal
  • Open or tacit disagreement with her reporting manager or other colleagues
  • Showing signs that turbulence in her personal life is spilling over to work.

Stay interviews are also conducted during generalized situations. These may not be related directly to the specific employee, but could be triggered by events that have a direct bearing on the likeliness or otherwise of the employee’s continuance:

  • When the company is looking to retain core employees during an acquisition, takeover or merger
  • In times of general economic downturn or slowdown.

A stay interview is useful when the organization has to deal with employees who may be termed as fence sitters at a point of time. It helps the HR and the management to decide whether they have a stayer or a quitter on their hands. When done at the right time, stay interviews are more effective than exit interviews, because by the time an exit interview is carried out; the employee’s mind is almost certainly made up.

Stay interviews help to gauge the employee’s mind

Stay interviews are of immense help in serving the purpose of helping organizations keep its employees. It is all the more important for organizations to develop and utilize tools such as this, considering that a fourth of all employees are likely to quit their organizations over the next 12 months, according to a recent Harvard Business Review article.

A stay interview helps correct this to a large extent. A stay interview helps HR and the management to understand the mind of the employee and the plans she has for the near future. So, this one-on-one session becomes crucial. At this session, the managers have to ask the right questions to read the employee’s mind.

The intention of stay interviews is to get insights into what the employee is thinking at that point of time about whether to continue or not in the organization. For this reason, the stay interview should be pointed, specific and clear. The approach to stay interviews is that they should be well structured, specific and clear.

Benefits of stay interviews

Stay interviews carry many benefits. First of all, their very initiation fills the employees with a strong sense of motivation, because the feeling that management is thinking of them and wants to understand their decision gives a high feeling.

Stay interviews are also personalized and specific to the employee in question, where attention is paid to the individual employee. This is an opportunity to discuss matters of importance freely and without inhibitions.

Another important benefit of stay interviews is that they are likely to lead to actions from management in an inexpensive manner.

A training session on understanding the idea of stay interviews

When conducted properly, stay interviews are a very effective tool for retaining employees. The ways of doing this right will be imparted at a webinar on this topic that is being organized by TrainHR, a leading provider of professional trainings for the human resources industry. Marcia Zidle, CEO of Leaders At All Levels and a board certified executive coach, who is the speaker at this webinar, will give an understanding of all the important aspects of stay interviews.

This webinar has been approved for 1 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

The following areas will be covered at this webinar:

  • Identify five key factors that impact an employee’s desire to stay or leave
  • Recognize four possible “triggers” that cause the employee to consider leaving
  • Learn how to ask probing questions and conduct effective, efficient stay interviews
  • Survey a list of eight retention actions to increase employee’s loyalty and commitment
  • Review a sample of stay interview questions and develop your own customized list to ask
  • Discover how to develop stay plans for your employees and manage accountability
  • Develop a simple “how-to-toolkit” that includes who to select, how and when to approach, interview formant and how to handle possible resistance.