Orientation Alone is Not Onboarding: The Oxygen Mask Your Employees Are Missing

CEO: We have a great onboarding. It's a full day, we pay them, give them a nice tour, and we even buy them lunch!

Me: So, you're conducting a new hire orientation, is that right?

CEO: Yes, isn't that what I just said?

Me: Well, no. Not exactly. Let me explain...

Orientation and Onboarding - They're not distant cousins and they're not the same.

There's a massive disconnect between them in most organizations, and how each one (individually and together) impacts SO much of what happens with your people.

1. Orientation is Only the First Step of Onboarding

Orientation is (should be) a first-day event that allows your new hires to get familiarized with the company, culture and people they'll directly be working with. It's a kind, intentional welcome that sets the tone (first impression) of whether or not they'll come back the next day. Before people arrive, they've already been informed of things like where to park, who they're meeting with, what to wear and if they'll need a lunch - or if it's being provided.

Orientation is not filling out paperwork for HR. If necessary, take 10 minutes to cross T's or dot I's, go ahead, but don't spend all your valuable time with this new person who is totally excited (and likely very nervous) about starting a new job on paperwork. (There's a ton of automation today that allows you to get most of this done ahead of time). They're still wondering if they made the right decision at this point. This is your first impression - it's the feeling they walk away with reminding them they are in the right place, with the right people.

(Please don't put your new hire randomly a side table in the dingy break room - where Sal is having his left over tuna fish for lunch, listening to a YouTube video without headphones (Sal thinks he's sharing knowledge...) - your new hire isn't getting ANY kind of good vibes. This first impression is really going to take time to get over - if they return for day 2).

Orientation is the feeling, Onboarding is the strategic plan.

The warm fuzzies, introduction to the team(s), tour of the grounds/office and smiles are all happening with this new hire at a heightened state of emotion. They're excited to be there - someone on the team has to be excited too. By the time they're leaving orientation, they should be excited to use/wear the swag you've provided. (Yes - they expect swag, and make it useful. Skip the cheap pens and thermal cups. Invest in the polo or blouse with the logo. That, they can use).

2. Onboarding

Onboarding is the strategic plan created collectively by the person's manager and selected others (who creates this is key). An onboarding plan is necessary in a couple different scenarios:

The New Hire.... Should receive their onboarding plan up to a week before their start date. Not only does this show that you're expecting them (and excited too), but also it gives them an idea of what to expect. Receiving an onboarding plan prior to starting is a key that can make you unique, strategic and forward-thinking. It also allows you to empower your new hire - they are given information before even starting, making them (again) feel like they've made the right choice and are part of a well-thought plan and team.

The Newly Promoted.... Should also receive their onboarding plan up to a week before the new position takes effect (for the same reasons listed above). Again - WHO creates this is key. Some organizations like the newly promoted person to be a part of the creation, which totally works as long as they know 1. What's expected of them, and 2. How they'll be held accountable. Remember though, they're only part of the creation. The person's manager again, is key here. (Note: If this promotion is part of a succession plan, it's just that. There will need to be an onboarding plan integrated into The Succession Plan).

Onboarding Plans

The actual plans vary in length and depth depending on the role.

Any given plan can be from 30-days up to 12-months, again - depending on the expectations of the role. Points, goals and expectations will look different with any given job description, this is part of the strategy within the plan.

• Most common: The 30- 60- 90- day Onboarding Plan

• More strategic: The 6-month Onboarding Plan (Preferred for mid-level roles)
• Most strategic: The 12-month Onboarding Plan (Preferred for higher-level roles with higher stakes)

Each of these plans explain clear expectations along the way and allow for intentional check-points from the employee, as well as the manager. Each time block should be done incrementally, but the employee needs to be in "the know" on expectations of the whole plan.

I have found great success with the acronym RESOLVE in plans. Each one of these points is then fleshed out and broken down within. Your new hire or promoted talent then has a map to guide them through expectations as they work with their manager to make sure over the allotted time frame, these things (and specifics spelled out of course) are completed:

Relationships

Experiences

Safety

Organization (Leadership/Managing People)

Learning (Skills & Development)

Versatility (Problem-solving)

Equipment

*"RESOLVE" conveys determination and a commitment to addressing challenges, aligning well with your organization's values, mission and goals.

WHY?

No matter how skilled a new hire or newly promoted might be, it always takes time for them to hit their natural stride and operate at full potential. You know this. Some people surprise us at how quickly they catch on, and others never do unfortunately.

Research cited in the MIT Sloan Business Review suggests it can take as little as eight weeks for straightforward clerical roles or up to six months for senior management positions.

If this is the case, and your employee leaves or steps down before they've reached their pinnacle of productivity - you've then lost out on your investment. And - it could have been avoided.

You've hired and trained them. Why wouldn't you make the difference - for yourself, your culture and your leadership - to create intentional onboarding plans to speed up your employees' productivity, learning, and "RESOLVE" by keeping them engaged and more likely to stick around?

HOW?

Work with me.

I don't judge, I support. We do this together.

I see it all the time that organizations think they've got things like this figured out, but then they realize the missing pieces.

It's not too late.

We'll start small and get you where you want to be.

The only way to grow, is through healthy change.