Onboarding Shuffle: Breaking the Mold and Prioritizing What Matters Most

In our previous post (Link), we delved into the challenges of onboarding, specifically the overwhelming amount of information that needs to be conveyed to new hires within a limited timeframe. This information overload not only leads to significant time and financial investment but also results in a loss of knowledge retention during the initial days on the job. In that same post, we gave some ideas about how to navigate that problem by increasing retention of information, so be sure to go check that out if you haven’t!

In today’s post, we’re going to talk about the fact that it is not necessary to bombard new hires with an avalanche of information all at once. There are numerous ways to break down essential information, separating what is immediately necessary for new hires to begin their work and what can be addressed at a later stage. Additionally, we'll explore the significance of considering the order in which information is delivered during the orientation process.

Before we dive into the world of orientation and onboarding, let us first draw a parallel for you that might help connect the dots better. Remember that one long meeting that felt like it would never end? Yes that one. We've all been there, trapped in the never-ending abyss of the "eternal meeting." It's like a marathon for your mind, except you've already hit the wall. It could be a topic that initially piqued your interest, but somewhere along the way, your brain goes on a magical journey of its own. Suddenly, your thoughts wander off to ponder life's mysteries, What's for lunch? The way the person next to you writes. Your to-do list.?

Your attention span escapes, leaving you blissfully oblivious to any incoming information. It's a mental escape room you never signed up for, and let's face it, regardless of where you go, you’re no longer taking in the information.?

And….

That is totally normal and happens to everyone (despite what some people might claim). As more information hits your brain, you experience what’s called a build up of “proactive interference” (1).

What does that mean in the orientation world??

It means that we need to give our new hires a break. They can't be expected to absorb an endless stream of information. Instead, we must carefully select what to deliver, when to deliver it, and cleverly break up sessions into bite-sized, meaningful chunks. Consider it an act of mercy to prevent their minds from spiraling into a never-ending mental maze.

As we recommend breaking up information, what do we suggest needs to be learned first, especially in orientation sessions? We understand that some things simply cannot wait, such as:?

• Company Policies: This is a topic that you can be choosy about. Likely, your new hires don’t need to know every policy on Day 1, but there are some things they probably do need to know. Essentially, you should ask yourself, “If they don’t know this, is it a liability to them or to the organization?” If the answer is yes, make it part of orientation. If the answer is no, hold off until later. Things that are liabilities might include safety information if they’re working on a sales floor or security information if they’re working with anything classified. Classified information security? No classified yawns here!
• Required Paperwork: Again, be choosy. We won't drown you in a sea of paperwork examples, but there are a couple of forms that demand immediate attention. For example, health insurance enrollment, salary remittance, non-disclosure agreements, etc. As for those other forms, let's give new-hires a breather before diving into the paper trail.?
• Job Training (Functional Onboarding): This might be the most important thing that individuals need during their early days (and ironically, the thing that is often skipped!). New hires need to know how to do the job they were hired to do. There are actually a lot of reasons for this being essential for onboarding. This is the crucial ingredient for a recipe of success, and trust us, skipping it would be like serving a pizza without cheese - a major disappointment. Quick wins and feeling capable are all part of self-efficacy, which is a key component for motivation (2). If you want your new hires to be happy, motivated, and retained, quickly making them feel like a valuable contributor will help.

There are other things that can be sprinkled into orientation days as well, but in order to avoid that build up of proactive interference, you don’t want any days to involve hours of “sit and get”.

Here is an example schedule of a day where individuals are learning what they need to know, but are able to stay focused because they get breaks throughout.

Example for Day 1 (5-6 hr):?

• Welcome & Equipment set-up
• Required paperwork
• Peers, Pals, and Coffee connects (break to connect w/ those working directly)
• Essential company policies
• Shadow a peer adventure (structured break)
• More company policies
• Time for Q&A with the direct manager and/or department leaders

In this system, no time is wasted, just clever reorganization to ensure maximum effectiveness. This is just one example, though, and this will differ not just from organization to organization, but should differ WITHIN your organization for new hires with different levels of expertise and roles.

Picture this: a fresh-faced, eager-beaver straight out of college stepping foot into your organization. Their orientation journey will be as different as day and night from a seasoned veteran with 15 years of industry experience. And guess what? That's exactly how it should be! We understand that one size does not fit all when it comes to onboarding. Not only will their functional job-specific training vary, but the peers/pals they need to know within the organization will also take a different shape.

But this gets even more complicated.?

Now picture this: you, dear reader, embarking on the thrilling adventure of filling out benefits paperwork for the very first time. Ah, the memories! Or perhaps the lack thereof. Let us jog your memory—it was an absolute whirlwind of confusion. Half the words seemed like they were plucked from a language you don’t know, leaving you utterly perplexed about how to make any sort of informed decision.

Now, imagine the plight of our new hires. Depending on their level of expertise, their orientation experience may involve deciphering industry jargon and concepts that are “new” to them. They may find themselves pondering the mysteries of the "Strategy and Transactions'' department or what Agile Metholodologies mean. For these novices, orientation can feel like standing in the path of a fire hose blasting information at full force. Breaking down information, but also taking more structured breaks is key for these individuals to understand and retain the information they are receiving (3).

So, now that we have different versions of orientation tailored to individuals with varying levels of experience, the question arises: what comes next? When and how do they receive the remaining information?

There are multiple approaches to tackle this. One option is to have an "Orientation Part 2" where new hires receive another significant dose of information a few months into their journey. However, a more effective approach would be to schedule periodic, smaller orientation sessions throughout the first 6 months to a year. By spacing out these sessions, new hires can have ongoing touch points with the same individuals over time, fostering a sense of belonging and immersion in the organizational culture. The new information is then presented in manageable chunks, making it easier to grasp and retain. As an added bonus, those Q&A sessions become even more engaging when participants have had some time to settle into the organization.

Before we let you go…One last thing.?

If the order of the new information is not crucial, multiple cohorts of new hires could attend the same session, reducing the overall number of sessions required. This approach streamlines the process and ensures efficiency.

The goal here is not to make life more complicated for you, but quite the opposite. We want to optimize the valuable efforts you're already putting in by rearranging things a bit. By shaking up the orientation process and making the information more digestible, we aim to minimize wasted time and maximize the preparedness of new hires.

Let's create an environment where new hires walk in ready to hit the ground running, rather than feeling bewildered and overwhelmed.

Keep living & learning,?

Your Org Scholars

Cindy and Zo

Cindy is a learning scientist and a Senior Lecturer in the Leadership and Learning in Organizations doctoral program at Vanderbilt University.

Zo is working on her Doctorate in Education, focusing on Learning & Leadership, from Vanderbilt University (Graduation: 2024) and has worked in Large consulting/accounting firms, a multinational technology company, and now in Ed. Tech.

References

1. Szpunar, K. K., McDermott, K. B., & Roediger III, H. L. (2008). Testing during study insulates against the buildup of proactive interference. Journal of Experimental Psychology: Learning, Memory, and Cognition, 34(6), 1392.
2. Bandura, A. (1977). Self-efficacy: Toward a unifying theory of behavioral change. Psychological Review, 84(2), 191–215.
3. Willingham, D. T. (2006). How knowledge helps. American Educator, 30(1), 30-37.