Onboarding process: Only 11% of new hires interacted with their managers between offer acceptance and day one !
Nicolas BEHBAHANI
Global People Analytics & HR Data Leader - People & Culture | Strategical People Analytics Design
?? Onboarding employees is the crucial first step in a company’s retention strategy. Today, only half of new hires report trusting their colleagues.
?? Improving the onboarding journey has become a priority for recruiting leaders over the past few years as many organizations have increased their total headcount, diversified their onboarding channels and redesigned orientation on Day 1.
?? Typical onboarding processes result in new hires who are uncommitted to their roles, exhibit low levels of trust and struggle to envision long-term careers at their organizations
?? Progress cues are a useful tool for both new hires and managers to identify personalized improvement areas early in new hires’ tenure to ensure they know what success looks like, according to a new interesting research published by Gartner using data from internal Gartner clients.
?The three key onboarding moments that matter for a new Hire
Researchers believed that during onboarding, recruiting leaders must solidify three key moments in the candidate and new-hire journey, recruiting leaders must solidify three key moments in the candidate and new-hire journey:
1?? The moment candidates feel committed to starting
To retain new hires in today’s environment, onboarding must create intentional moments of connection that make new hires feel supported within their teams and excited to move forward with the onboarding journey. This process must start in the pre-boarding period, in between candidates accepting an offer and their first day at work.
?? Hiring managers are not taking advantage of the time before candidates’ first day to solidify personal connections with new hires.
??? Usually managers are only contacted about logistics, paperwork, systems and processes, if they are contacted at all. This is a missed opportunity.
Coach managers to send correspondence with key information and support before day one, including:
? An introduction to relevant colleagues on the team
? A brief outline of essential first-day logistical information
? A specific offer of help or general guidance to make the new hire feel supported and at ease
2?? The moment new hires feel a part of the team
??Today, trust among employees has shifted from a competitive advantage to an urgent need.
Recruiting leaders must prioritize building trust and working relationships among new colleagues as the social glue that secures cooperation, strong performance and loyalty.
During the onboarding phase and ideally within the first few weeks, recruiting leaders must create opportunities for new hires to form trusting relationships by guiding managers to structure early projects around a meaningful shared experience with a colleague.
3?? The moment new hires feel confident in their future
With today’s candidates often considering multiple competing job offers, recruiting leaders must ensure their organization stands out and makes new hires feel certain that enduring the inevitable growing pains of integrating into a new organization will be worth the effort.
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?Add Progress Cues to improve Employee Engagement
Researchers noticed that only 18% of new hires report having discussed their performance with their manager during the first 90 days in their role. This is another missed opportunity that prevents new hires from receiving the personal confirmation they need to confidently envision their path to success.
So they introduced a new useful tool called Progress cues - this tool allow both new hires and managers to identify personalized improvement areas early in new hires’ tenure to ensure they know what success looks like.
?? Researchers offer three recommendations for organizations to help new hires feel confident about their future.
?? Add progress cues to the new-hire experience early on as they begin the routine work of their role, even highlighting small wins that supported the team.
?? Enable hiring managers to embed several of these informal feedback checkpoints before the first formal feedback process to address problem areas early and solidify a new hire’s self-assurance and motivation to drive their own success.
?? Coach hiring managers to recognize and celebrate high-performance actions that build new-hire confidence sooner. Examples include completing a task independently, owning more complex responsibilities, taking on early opportunities to coach others and handling a challenging customer interaction.
?? ???? ???????????????? ????????:
This magnificent research focuses on the crucial stage of employee onboarding which is a phase too often neglected but which is one of the causes of new hires leaving. By following the researchers' three recommendations, HR leaders can therefore fully engage these new hires in the company because the sooner they are integrated, the sooner they will perform.
Thank you ?? Gartner researchers team for these insightful findings:
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5 个月Pre-onboarding of a new hire with team and manager adds value for all stakeholders. 1. The new hire can get up-to-date quickly 2. A sense of belonging is created 3. Risk of drop-out is reduced (e.g. counter offer) 4. Expectations are further managed 5. The new hire will have a jumpstart Conclusion: pre-onboarding means faster return on investment for organisation, team (manager), and for the new hire!
Learning & Development- IMTN International Management Trainer Network- Marriott International CALA region
5 个月Insightful information! Thanks
Unleashing talent potential with real-time people analytics: Empowering HR & leaders to enhance employee experience, save time, and cultivate a culture of high performance and well-being through personal leadership
5 个月Nicolas BEHBAHANI shocking, and it tells me again we have a long way to go. It is very important that managers meet all new hires on day 1. This is the moment to start building a good relationship and trust.
"Experienced Vice President HR , Driving Strategic HR and Operational Excellence"
5 个月Dear Nicolas BEHBAHANI , What an illuminating insight into the importance of effective onboarding processes! Gartner's research sheds light on a critical aspect of employee retention: the early stages of an employee's journey. By focusing on the moments of commitment, team integration, and confidence-building, organizations can lay a solid foundation for long-term employee engagement and success. I particularly appreciate the practical recommendations offered by the researchers, emphasizing the significance of progress cues, informal feedback checkpoints, and the celebration of high-performance actions. These strategies not only help new hires feel valued and supported but also empower them to take ownership of their success from the outset. It's evident that investing in a robust onboarding experience is a strategic imperative for organizations looking to retain top talent and foster a culture of engagement and growth. Kudos to the Gartner research team, including Skye Hartsoe, Dave Ulrich, and George Kemish, for their valuable contributions to advancing employee onboarding practices. Their insights are sure to make a meaningful impact on organizations striving to create exceptional employee experiences.