What are the best ways to retain top talent during onboarding?

However, you can overcome that quite easily: Integrate a realistic job preview during onboarding, where new hires can shadow team members or engage in simulating work scenarios. This can greatly align expectations and reduce early-stage attrition.

Setting clear expectations starts from the get go - from the minute you pop an ad on a job board, into the interview phase and throughout the onboarding. Clear and constant communication, and allowing situations where feedback can be well received.

I find it is best to do this face-to-face and not just in a document that outlines all the information. This way you can ensure it is all understood.

To foster employee retention, aligning expectations is paramount. Transparent communication about the role, company culture, goals, and feedback process is vital from hiring through onboarding. Ensuring a clear understanding of expectations helps new hires integrate seamlessly, reducing the likelihood of early departure.

Fostering strong communication to align expectations is key here, and this doesn’t just start on Day 1 it goes all the way back to the interviewing and pre-onboarding stages. Offering a trial or sit in to view the work environment and gather a first hand perspective of the role itself before the offer stage is a great way to make sure the position is suited to both prospective employer and employee

I am constantly hearing from the market that people are left alone too quickly after onboarding. Think of your new hire like a baby - that first year is critical for development and growth, and you’d never leave them alone! Build a support network around the new employee at all levels across the organisation, both up and down the reporting line. Set regular check ins into the diary from the get go, and if you think you don’t have enough check ins there, you probably don’t.

I agree that the first year is a fragile time, and a recent WSJ article shared that new employees are the least happy. There are many ways to address this, not least of which is third-party coaching out of the gates. It gives the new hire an objective person to turn to when they hit the inevitable bumps in the road. Support is even more essential now given the hybrid work model. Being in person helps create binds more quickly, and that is no longer status quo.

If an employee is not onboarded in the correct manner, it leaves a lasting impression on them as to how they will be treated in the long run. It's a fact that the majority of employees onboarded poorly will start looking for new positions and leave. Companies need to have a structured approach when onboarding new talent - from setting them up on the system, to providing them with relevant equipment, training, support and informing them of the relevant procedures- regardless of whether this is an office, hybrid or remote role. The company has a responsibility to the employee to ease them into the role and make them feel valued from the offset.

Oh yes! providing support is so important. Designating a mentor or buddy to answer questions and provide guidance. Providing access to training materials and resources. Offering regular check-ins with managers or HR to address any concerns or issues. Encouraging new hires to ask questions and seek assistance as needed. Providing access to company resources such as benefits information, company policies, and employee handbook. Facilitating networking opportunities with other employees to help new hires feel part of the team.

It is a good idea to book in regular check-ups into the new starters and your calendar just as they start. This way they will feel like they have a platform to ask questions and have them answered.

How about organising a "new hire circle" - a small, informal group of new employees who meet regularly. This can help build connections and provide a supportive space to share experiences and challenges.

In my experience, a new hire's (and tenured employees for that matter) connection to their company/team vision is equally as important as their connection to their peers. Yes, initially connecting with peers and stakeholders is great. However, if the employee lacks clarity on how their efforts make a greater impact to the broader organization, they will lose engagement in their work over time. It's important to foster an employee's connection to their work to create mutually beneficial buy-in.

Building a sense of belonging is pivotal for retention. Facilitate interactions through virtual or in-person events, team-building, and networking. Encouraging open communication empowers new hires to share ideas, fostering a connection that fuels engagement and commitment to the organization.

Connection is key! to foster a sense of connection during onboarding; Encourage new hires to join company social events or team-building activities. Promote social media groups or online forums to connect with other employees. Encourage casual conversations and small talk during meetings or breaks. Promote work-related discussions outside of official meetings. Arrange informal lunch or coffee dates with colleagues to foster relationships. Encourage participation in volunteer or community service activities to build a sense of shared purpose.

This is more of a big deal than most people think. Socialising and talking about non-work things with coworkers is a very powerful bonding exercise. Book a social outing with the team so they get to know each other better.

You could implement a "first 90 days" project, where new employees are given a small project to lead or make a significant contribution to. This can give them a sense of ownership and autonomy early in their tenure.

Fostering autonomy empowers new hires to take charge of their work and career. Providing freedom, flexibility, and trust allows them to deliver results independently. Involving them in decision-making and innovation processes further enhances their sense of ownership and engagement.

Providing clear expectations and parameters, but giving them freedom within those boundaries. Encouraging creativity and innovation in problem-solving. Providing access to the necessary resources and information to make informed decisions. Allowing flexibility in work schedules or work locations. Encouraging participation in decision-making processes. Providing opportunities for professional development and growth.

Measuring Impact can be done; by tracking new hires' performance against established goals and metrics. Collecting feedback from new hires, their managers, and their coworkers. Monitoring engagement levels through surveys or other methods. Analyzing turnover rates for new hires. Measuring productivity and quality of work. Assessing the impact of new hires on team dynamics and overall performance. Monitoring the ROI (return on investment) of the hiring process and onboarding program

Measuring the impact of new hires not only highlights their contributions but also fosters a culture of continuous improvement. SMART goals, data analysis, and feedback mechanisms are essential for gauging success and addressing challenges. By celebrating achievements and addressing gaps, organizations can enhance onboarding and retention strategies for sustained success.

We often see a strong recruitment process being impacted by a poor onboarding experience. The organisations who we work with that thrive in onboarding have a clear plan for new starters, a buddy system for support, measurable actions so the new starter can track how they are doing and ample support/ check ins from leadership and management. It is such a crucial part of the hiring process and recruitment/ HR can definitely work more closely with hiring managers in order to minimise new starter turnover. We work closely with our clients to support them with this area!

From the talent perspective, a good onboarding experience would - make them feel inclusive from day 0. - have a friendly, and intuitive environment. - make sure the team is approachable. - have peers who are transparent and patient in answering the questions.

Tailor the onboarding experience for each individual, granted this can be easier as a start/scale-up - however, the hiring manager can take initiative here to support the incumbent. For example, some candidates want to get stuck in before the official start-date, giving them aspects to review/study can be a great way to engage candidates. - Start embedding them into the team early one, have a buddy system and have regular catch-ups so that they feel comfortable. - Tone of communication is important, especially with experienced hires - make sure they are treated as a peer compared to infantilizing them by stating the obvious. - Get their feedback on how the onboarding experience has been for them, this shows that you are open to improving.