Onboarding Is Like a Plate of Nachos

Onboarding Is Like a Plate of Nachos

The onboarding process is like a plate of nachos. Imagine each layer as a step in the onboarding journey that contributes to the successful integration of new hires. First, you must build a strong foundation of company values (or tortilla chips) that sets the tone for everything that follows. But if you skip even just one layer, the whole process (or plate of nachos) could be a waste.

Onboarding is no longer an administrative formality—but should be viewed as a strategy for long-term growth. Onboarding new employees isn't just about completing paperwork and handing out company policies; it's about setting the stage for success and nurturing a sense of belonging. Success comes down to how your company and department define onboarding, said Chris Myers , president and CEO of Professional Alternatives (Houston, TX).

“Each employee joins a company at a different place and learns at a different pace,” Myers said. “Any onboarding process should be well-thought out and well-organized because it is the first experience that they have as an employee of your company. If the process is disjointed or not a priority, that negative message will come through loud and clear.”

The Pre-Onboarding Stage

Many think the process starts?after?the employee is hired—but it really starts beforehand. It is important to prepare yourself and your team with as much time as possible to adjust. Prior to the employee’s first day on the job, there are a few important steps to take in order to have a smooth process. They should have everything they need before stepping foot into the office (if the position is in-person) or receiving proper equipment if the position is remote.

First, ensure the correct and legal paperwork is signed and returned, as well as other forms with needed details such as emergency contacts, phone numbers, address, etc. Any welcome packets should also be prepared ahead of time so that your new hire comes in knowing what to expect. “Our pre-onboarding phase starts with the very basics,” said Chris J. Kyriakopoulos , national risk credit manager at Robert Half International (Frisco, TX). “We prepare the work station set up and let the new hire know ahead of time about in-office attire.”

It is equally important to provide a clean and organized workspace to set a positive tone. Similar to in-person preparation, if the job is remote, managers can prepare with a slideshow or meeting notes to go over the basics of the company culture, rules, guidelines and expectations.

How Long Should Onboarding Last?

Mapping out a timeline for hitting specific goals is a great way to make sure new employees are learning. Using checkpoints to gauge their progress helps both the new hire and you as a manager. For example, ask new employees to complete a project by a specific time, and if their work is not up to the expectation, help them before moving onto the next stage of onboarding.?

Some companies take days to complete their entire onboarding process, while others may take months, even up to a year. It depends on whether a company includes training phases in their onboarding process as well. Leslie Harrison, SPHR, SHRM-SCP, CGA , vice president of NACM Connect (Rolling Meadows, IL) said her company’s onboarding process can last nearly a year because it is gradual. “It’s not an easy learn but there’s two components when onboarding new hires,” Harrison added. “The cultural component, which is getting to know us, their peers and the executive team on a personal basis. And then there is the learning component where they learn what their job entails. My part is to oversee all of that and we start with welcoming them the first day they’re here.”

In other cases, companies have phases of onboarding split up into several parts. Kyriakopoulos said his company’s onboarding process is split into three phases depending on the level of the credit analyst. Phase one starts with an introduction to different tools the department uses and eventually leads to phase two—the introduction to other functions such as how to use Salesforce and other processes. Lastly, phase three is when the new hire receives a portfolio to work with, and the manager will review their work on the portfolio throughout the day with weekly touchpoints to address any questions or concerns.

“We’ll introduce them to our ERP system and to our credit risk tools, all tracked on a spreadsheet,” Kyriakopoulos said. “Phase two is the meat and potatoes—the day in the life of a credit analyst. We have a teams meeting where the analyst shares their screen and goes through the process of what their daily responsibilities such as guidelines processes, ad hoc requests, credit risk forms, etc. It really depends on the individual on how they’re picking it up, but typically, our phase two could be a couple weeks.”

Finding a Balance

Throughout the onboarding process, new employees should grasp a sense of the company culture and environment. Getting new team members more involved in the day-to-day of how a company operates is essential in their onboarding experience. New employees should shadow their colleagues for the first few weeks, with one-on-ones to help them get a feel for the environment. But new employees should also feel empowered with a sense of independence.

It is important to remember that flexibility is key during this process. As a manager, sometimes it can be hard to figure out how much of a hand you should have when bringing a new employee in—especially managers with a more hands-on or authoritative managing style. You don’t want to do their job?for?them, or not give enough room to learn. Allowing the new hire to make mistakes is part of the process because people learn through their mistakes, said Kyriakopoulos. “The responsibility ultimately lands on the manager, but you should get an understanding of how your new employee will handle pivoting, stress or feedback.”

Effective communication plays a role as well. Asking for frequent and timely feedback helps to assess if the new employee is truly a fit for the job. An ongoing conversation and questions during one-on-one meetings about the new hire’s experience is key.

Myers said the onboarding process will be different depending on the role the new employee is filling. “Some roles you’re able to get an employee up and running and it’s very process driven,” he said. “There’s not a lot of intuition or decision-making, they have to follow the exact process so you can get them up and running relatively quickly. In other roles, like the credit profession for example, there’s no right or wrong way to handle things and your decision-making processes have to align, which can take longer.”

New employees are following your lead. Their progress is a direct reflection your leadership. Early on in an employee’s development, they may need your management and presence to be stronger or more assertive in order to guide them. Eventually, they will become more self-sufficient and can feel confident taking charge.

So, when is the onboarding process officially finished? “I will manage you until you say ‘I’ve had enough, I got this’,” Harrison said. “I encourage all managers to be there and available as much as possible. Answer the questions, go with them, and when they say they’re okay, let them go. Everyone reaches a level of confidence and comfortability at a different time.”

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