Do you have your preboarding under control? You already have the knowledge you need, but it is important that you are proven about your knowledge so that you can use your knowledge correctly.
You have gone through a good recruitment process, and in a little while, you will have your next valuable employee on board your team. You can hardly wait and you imagine what results you can achieve together.
You ensure that IT equipment and flowers are ready for your new employee, and you inform colleagues about your new fantastic employee. The employee begins and the usual onboarding program runs smoothly, but still, all is not well.
The employee does not thrive and the expected results do not occur.
What has gone wrong? There are studies that show that up to 25% of new employees leave the workplace within the first year. It is expensive for the company, and as a manager, it is your responsibility that your most important resource will provide value for the company. What did you forget?
No employees are the same, and although you certainly have a well-tested onboarding program, it is important that the onboarding program is adapted to the new employee.
What did the employee say at the job interview? Was it important to the employee that frequent follow-up conversations were held, or does the employee enjoy having more elbow room?
The knowledge the employee has provided in the application and at the job interview is important information, and this must be taken into account in onboarding. If the employee has had a personality profile made, it is a good tool to help you with onboarding, as you e.g. have gained knowledge about what motivates the employee, the preferred communication, and preferred working style.
The onboarding process begins the day the employee walks in the door, while preboarding begins the second the employee walks out the door from the job interview.
It matters to the employee how long it takes before the employee is contacted by the manager to be offered or refused the job. If it was said during the interview that the applicant will receive an answer on Thursday, you will be behind on points if you do not call until Friday.
An important point is that the employee is happy and hopeful because the employee has just got his dream job. How do you take advantage of it? How do you keep anticipation and enthusiasm up until the employee starts?
There are many opinions on how much you can “disturb” an employee who has not yet started. Here it is important that you decide how to make your employee wait.
You do not know how the employee feels when you are not in contact with the employee. Ensure that you have a dialogue with the employee up to the start of employment, both regarding the employment contract and also about tasks, culture, or events in which the employee can participate.
“The more the employee feels involved and welcome from the beginning, the easier the start-up will be.”
There are many creative ways to work with preboarding. Some are happy that, even before starting up, they are sent material about the company that they can immerse themselves in. Others are in a hurry to complete tasks at their old job. Therefore, it can feel like an unnecessary pressure to also have to read intro material or watch videos before starting up.
Regardless of how you, as a manager, choose to let your new employee wait, we believe it is important that you keep in touch on an ongoing basis. Call the employee – you will not regret helping your employee get started.