Ever had this happen to someone you know? Maybe your last employee who just left for greener pastures less than a year after they came? Read this in a review on Glassdoor?
“I found the perfect job, had an incredible interview experience, received an offer and delightedly accepted. I hemmed and hawed in the days before I started, imagining how fantastic my first day would be. I bubbled with anticipation of all of the great people I would meet and interesting things I was going to learn. I could hardly wait to start and almost lost a night’s sleep the night before my first day. I arrived early, clutching my notebook and eagerly awaited all the amazing experiences yet to come. And then it happened. They took me in, sat me down, gave me some passwords and told me to have a good day.”
That’s not how you planned it in HR, is it? There is nary a bigger waste than landing a brand new employee poorly. Good on-boarding is one of the most important things you can do to ensure success of your people and your company. It can make or break the employer brand you’ve worked so hard to build. In a tight labor market, good experiences can be the difference between getting that awesome candidate to accept or not. Bad on-boarding poorly can cost you a lot of money. Not just in searching and finding that “A” player, but in training them, orienting them and investing in them. When they walk away, so does your money, institutional knowledge and efficiency gains from continuity that could have been.
It doesn’t have to be that way. Driving the right connections, experiences and knowledge gains from the get go can make all the difference for a new hire to land well and feel welcome. Drawing a line between their role and the greater purpose of the company connects their mind and heart and brings resonance to the job. Ensuring that they have the right support along the way can make a lasting impact.