How can you make onboarding a two-way process that benefits employees and organizations?

Make them believe that they have a value, they would do the rest. Be honest with the new commers, don't exaggerate about the organization, put a person in charge of the transition, who is reliable and patient.

1. Personalization: - Tailor onboarding to individual needs and career goals for heightened engagement. 2. Feedback Culture: - Establish regular feedback loops for new hires to share experiences and contribute insights. 3. Mentorship Programs: - Pair new hires with mentors to facilitate knowledge transfer and foster a sense of belonging. 4. Goal Alignment Talks: - Align individual goals with organizational objectives early in the onboarding process. 5. Continuous Learning Integration: - Integrate ongoing training opportunities to engage new hires and contribute to organizational growth.

Instead of a generic onboarding process, organizations can tailor the experience based on individual roles and needs. For instance, a software developer's onboarding plan might include specialized technical training, introductions to key team members, and relevant project overviews. This approach ensures that employees receive the specific information and support they need, contributing to a smoother transition and quicker integration into their roles. This personalization benefits both the employee, who feels more prepared and valued, and the organization, which can expect quicker productivity and better job satisfaction.

So much has been studied and written about how everyone learns differently. If we know this, why do so few of us incorporate it into our onboarding process. There should be "mandatory" information that is covered during the onboarding but there should be time set aside to allow the new hire to explore and learn in a way they are comfortable with as well.

An onboarding process should consist of various activities which helps the candidate to grow personally and professionally. The onboarding process should be a two way process where the candidate Learns as well as contribute to the company in different ways. The candidate can learn using certifications and also do research on few open points and conduct a small webinar for the existing employees. A fresh perspective of employee definitely helps the organisation.

Cuando incorporamos un nuevo Talento a la organización, el proceso de adaptación es de las dos partes. Debemos reconocer y asimilar que el nuevo ejecutivo también está evaluando la empresa y sus líderes, por lo que la relación entre ambas partes debe ser lo más fluida posible. Es aconsejable agendar reuniones de seguimiento recurrentes, en el plazo de incorporación, no únicamente con el equipo de RRHH si no también con la gerencia correspondiente. La intención de escucha debe ser acompa?ada por un plan de acción, para que se pueda palpar. Es importante dar respuesta a cada comentario, sugerencia o queja, y elaborar estrategias a medida.

After you spend some time in a company the processes become too familiar to you, they even become like a habit and you no more think about them at all. When someone new comes in, it is an opportunity to see all your processes from a different perspective and find the missing pieces or recreate them to be more efficient and effective.

Soziale Interaktionen mit allen Kolleg*innen, Kunden, Lieferanten und weiteren Gesch?ftspartner ist ab dem ersten Tag wichtig und richtig. Wir verzichten auf zugewiesene und fixe Buddies, weil der Aufwand unserer Meinung nach nicht dem Nutzen entspricht. Wir wollen und haben eine Kultur, in der sich alle Mitarbeitenden als Ansprechpersonen von neuen Kolleg*innen sehen und mit Rat und Tat unterstützen.

To foster social connections and make on-boarding a mutually beneficial process for both employees and the organization, we've implemented a buddy system. This system is designed to pair new employees with an "official friend" within the organization. Importantly, the buddy selected is not someone the new employee would typically work directly with, which encourages a fresh perspective and broader networking opportunities. In this two-way process, the new employee is not burdened with any specific tasks related to their buddy. Instead, the responsibility lies with the assigned buddy to initiate and maintain contact.

Aus meiner Sicht, werden die Karriereentwicklungsm?glichkeiten erst nach dem Onboarding wirklich relevant. Zun?chst sollte das Ziel sein, im Unternehmen anzukommen, die Anforderungen der Stelle zu erfüllen und sich wohlzufühlen. Neue Kolleg*innen sollten die Zeit bekommen, alles im Unternehmen kennenzulernen und auch die Führungskr?fte brauchen Zeit, die Potenziale und F?higkeiten der Neuen zu erkennen. Dann kann erst über zielgerichtete Weiterbildung sinnvoll nachgedacht werden.

Cuando incorporamos un nuevo Talento en la empresa, nos volvemos parte de su historia profesional. Algunas primeras acciones para acompa?ar el desarrollo del talento clave en la organización: - Identificar su potencial - Crear un plan de carrera - Brindar herramientas de aprendizaje - Ofrecer mentoring interno - Medir resultados y el impacto en el negocio - Diagramar ajustes salariales y beneficios para cada etapa de crecimiento

Ich denke, das ist selbsterkl?rend. Wir versuchen immer die Prozesse anzupassen und dazu brauchen wir das Feedback derjenigen, die es betrifft. Richtiges Feedback zu geben (Wertsch?tzend, mit Ich-Botschaften, konkret, ruhig, im passenden Rahmen, ...) ist im professionellen Miteinander wichtig und bei uns ab dem ersten Tag gefragt. So konnten wir schon viele Punkte im Onboarding Prozess verbessern, weil wir die ehrliche Meinung unserer neuen Kolleg*innen aktiv abfragen.

In supplement to the previously mentioned points, I would like to include a few more suggestions: 1. Incorporating a preliminary connection session with the prospective candidate to provide insight into what their first day at the organization will entail. 2. Organizing HR, hiring manager, and team interactions on the day or week of onboarding. 3. Implementing a mentorship and buddy program. 4. Establishing a routine follow-up initiative with employees. 5. Introducing an anonymous feedback form for gathering input.