Pulse November 2018 - Page 65

l Make new hires productive on the first day. Do not appear rushed or ineffective. l Use feedback to continuously improve. Believe it or not, scientific theses have been written on the onboarding process. A chapter in one article titled An Organizational Encounter describes the transition between onboarding and fulfilling regular job duties: “This stage of organizational assimilation involves the organizational member entering and becoming acquainted with the new organization and occurs when the newcomer confronts the reality of his or her organizational role. The member, while already formally admitted, has not become socially accepted as a trustworthy or dependable member in the eyes of their coworkers.” Jabberwocky? Not quite, but it does illustrate the impor- l tance of onboarding in helping someone make the switch from newcomer to confident employee. During what can be a glazed-eyes procedure, stop occasionally to ask the hire if they understand what you’re trying to convey. It’s important to note what works and what doesn’t; don’t be afraid to be self-critical. Turn the magnifying glass on yourself, fill out your own scorecard and see what you can do even better for the next onboarding process. Onboarding can be an expensive process for the company, costing an estimated 30 percent of a new hire’s annual salary. But remember that new hires who aren’t prepared properly may not make it past the early months, and that turnover costs the company even more. How efficiently you keep costs down shows that you’ve done well, and that onboarding is money well-spent. n RITA CRAIG is an award-winning speaker and an expert on talent management and leadership. She recently hosted an education session at the 2019 ISPA Conference & Expo titled “Let’s Talk About your Talent growth,” in which attendees learned how to become talent magnets that attract and retain top-tier employees.