I was recently asked to submit thoughts for an article about candidate experience and what gives it the "wow" factor. I have lots of thoughts on that specifically (another post) but believe that candidate experience doesn't just end with the "hire." What you build in terms of candidate value proposition should link seamlessly with the employee value proposition and the experience should blend from candidate to employee, without edges. What took you to get that candidate to your company should be what keeps them there as an employee - and what you do in those first days can make all the difference.
Every business is different, to be sure. What it takes and how long it takes for a new employee to be fully functioning differs immensely, so it’s important to get alignment on what success looks like for the landing period. On-boarding should not be designed to overwhelm the employee and bring them to optimum or high-performance; ideally they will build that ability the longer that they are in role flexing the muscles you build during on-boarding. It should include what is needed to make them functional in role and be the missing link that helps to bring things together and paint the picture of success. It should give them what they need to start that journey of success.
How they get there is where the planning comes in so that every employee receives the same, high-quality exposure that gives them what they need to be successful. This can be done through a set of experiences that ready the new employee to spend the first few weeks or months getting the hang of how things get done. Important to root it in the values of the company - and help them get the connections, learning and skills that will make them successful in the long run.
If you're on-boarding program doesn't fit in the puzzle of business success, give us a call at Verte Square. We have partnered with clients to teach them how re-frame candidate experience to bring the results they and their candidates deserve.