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#Leadership : 10 Must-Follow Company-Onboarding Techniques.

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Effective employee onboarding is about more than making them feel welcome. It can help employees feel like highly productive and valuable contributors to your mission and success from the start. Plus, when employees have a successful onboarding experience, they’re more likely to feel like members of your team, and this can contribute to employee retention. 

Some of the best onboarding processes are unique, creative and a little bit unexpected. If it’s time to change up your onboarding program, you might find the inspiration you need from these 10 effective techniques.

Related: How to Improve Your Startup’s Onboarding Process

1. Get coffee

During a new hire’s first few weeks with your company, have them get coffee individually with all of their future team members. This works especially well with small businesses, where relationships are crucial. Enjoying coffee outside of the office setting helps to take some pressure off, letting a new employee communicate freely and get to know your staff in a low-pressure setting.

 

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2. Send them on a scavenger hunt

Give new hires a list of tasks, like finding an employee who’s been with the company for over a decade or who likes to cook. This can make for a fun icebreaker activity. If you have multiple new hires, you can make this into a competition.

3. Schedule team meetings

Any new hire’s first day will most likely include meetings with human resources, orientation sessions and new-hire paperwork. But you should sit them down with different teams so that each member can introduce themselves and explain how they contribute. This is a valuable strategy in companies with many different teams that work together. New employees can simultaneously put faces to names and gain an understanding of how each group works internally, as well as how the company functions as a whole.

4. Take them to lunch

Have a new employee’s manager or team take them out to lunch during their first week. This can make for a valuable team-building experience, since you’re likely to see more of an employee’s personality and learn about their interests when they’re not physically in the office.

5. Schedule a happy hour

Create a more casual setting with a happy hour during an employee’s first week of work. Invite the whole team to the fun get-together.

6. Give them a meaningful gift

Give new employees something that ties them to the company, ideally some sort of gear or clothing that features your branding. If there’s a certain laptop bag or travel mug that all employees use, make sure the new hire gets it. You can even buy printed stickers and give them to new team members. These company-branded gifts can help bind an employee’s personal brand to the business, establishing a valuable connection.

7. Schedule a one-on-one meeting

During the first week, budget time for a new employee to meet with the CEO for a check-in. This will make the them feel valued right away, which can further help build their emotional ties to your organization.

Related: How to Breathe Life Into Your Formal Onboarding Process

8. Set them up right

It might sound simple, but take the time to ensure that employees are set up with all of the right software, a functional email account, login accounts and passwords and Slack channels. Ideally, do this before they arrive for their first day. If new employees lack these important tools, it can lead to frustration, delays and a slow start.

9. Help them set up their calendar

Navigating a new calendar isn’t always simple, so help with the setup to ensure that new employees have the tools they need to succeed. This is a great time to talk about meetings, conference calls, remote work, an employee handbook or any other helpful communication or information that new hires should have.

10. Give them some immediate goals

Don’t hold off too long before letting people get started in their new roles. Give new team members some immediate projects to work on and goals to meet. Even if these are smaller projects or part of a training program, employees will feel more useful and productive if they have work to do from day one. This also gives you a chance to learn about an employee’s work style and to give them some feedback and establish a working relationship from the beginning.

When you put some careful thought into your new employee onboarding process, you can transform it into a useful tool that helps you learn about who you’re hiring. Plus, your new hires can learn about your company and its teams. Workers can tell when their hiring process has been carefully planned. Remember, team members aren’t only focused on making a good impression. Many of the more savvy new employees will be looking to see if your company can make a good impression on them during the onboarding process, too.

 

Entrepreneur.com |  February 5, 2020 |  John Boitnott

 

#CareerAdvice : #OnBoarding – Starting A #NewJob ? Follow ‘The 30/60/90 Plan’…By Organizing & Prioritizing, you Can Make the Most Out of the Initial Stages of your New Job.

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Starting a new job comes with a multitude of emotions, some good and some bad. Fortunately, the wonders of organization come to the rescue, yet again, as the transition is eased through the 30/60/90-day plan.

An unfamiliar routine, or lack of a routine altogether, can cause for added stress as well as the growing pressures to impress and succeed at the new position. Although your stress may build for a variety of reasons, getting organized always alleviates the nervous tension at the hip of getting started.

A plan of any sort provides us with a tangible version of where we are going and where we want to be, all while tracking our progress and achievements along the way. By planning out your goals of the first 30, 60, and 90 days on the job, you have created your own vision and you are sure to take advantage of your full potential as a new hire.

3 Job Search Mistakes to Quit Making Today

In just a small time frame, you are expected to learn how to do your job successfully, in addition to discovering how to fit in. Your 30/60/90 game plan can get you there. Here is a sample outline of suggested goals to incorporate into your own customized plan:

1. 30 Days – The Learning Stage

One common mistake of new hires is never taking the time to understand exactly what it is that the company is trying to accomplish through their strategic plan. As a new hire, it is extremely important to put in the effort to study and learn the internal lay of the land as follows:

  • Bring the mission statement and vision to life and discover the plans the company abides by to reach these core values.
  • Understand your boss’s expectations of you.
  • Begin forming professional relationships with coworkers.
  • Learn about your customers and clients.
  • Investigate the overall company culture.
3 Job Search Mistakes to Quit Making Today

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2. 60 Days – Adding the Y-O-U

Once you have taken time to fully assess the company, begin adding your strengths to the equation:

  • Progressively begin building your own personal brand within the company by showcasing what you do well.
  • Brainstorm the ways in which your own personal touch can accelerate company growth.
  • You may have started with listening much more than talking, which is recommended. By this stage, begin leveling out the playing fields by contributing to the conversation.
  • Furthermore, be an effective communicator by being open. You’re the newbie, but don’t hide behind your computer screen two months in.
  • Become more versatile by taking on some tasks outside of your set responsibilities.
  • Continue to be mindful of your boss’s expectations of you.
3 Job Search Mistakes to Quit Making Today

90 Days – The Transformation Stage

By this time, you should have a firm grasp of the role you play in the company. Your confidence is likely to have grown since your first day and leadership qualities are hopefully itching to be put to action. At this point, consider the following:

  • You know your employer well enough by now to be proactive when it comes to company happenings.
  • Be attentive and aware of new projects and come ready with possible solutions.
  • Analyze the growth in your network.
  • Dodge your novice mistakes.
  • Look into broadening your horizons by getting more involved. You can do this by joining a club, council, board, or committee.
  • Make time to notice your growth and reward yourself for your progress.

Your 30/60/90 plan is your written path from a new hire to an effective leader. By organizing and prioritizing, you can make the most out of the initial stages of your new job.

In what ways have you eased the first few months of starting a new job? Do you find the power in planning and organizing when starting something new? Let us know below.

 

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#Leadership : #EmployeeRetention – Plan your New Hire’s Next Job from the Moment they Start… Here’s how Here are Three Ways to Start Preparing your #TeamMembers for New and Different Roles Inside the Company (before they find other opportunities outside it).

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Remember when staying in a job for less than a few years was considered a stain on your resume? That’s no longer the case. By one recent estimate, the average length of time people now spend in a given role is just a little over two years among workers ages 25–39. And who can blame them?

Baseless millennial stereotypes notwithstanding, it’s people earlier in their careers who tend to fill lower-level positions, which typically involve at least a few unexciting tasks. I’ve noticed entry-level employees at my own company getting anxious to take the next step in their careers even sooner than they’d used to. Many of our sales reps now start eyeing their next internal moves after just six to eight months.

So lately I’ve had to think creatively about ways to keep new hires engaged while extending their professional lives inside the company. Here are a few methods we’ve come up with.

BREAK ROLES INTO TIERS

The most employee movement we see here at Vidyard is in our sales department. As with a lot of front-line jobs, it’s hard to keep this area dynamic because sales isn’t necessarily a role where you can rotate people through varied projects, like we do with our developers. So instead we’ve introduced tiers to certain sales positions, transparent step-ups that come with added responsibilities and pay. Importantly, these aren’t promotions out of a role that somebody has only started to master. Rather, we’re building discrete new functions into that role.

A higher-level tier might include new responsibilities like mentoring newer hires, taking on bigger accounts, or shadowing more senior team members. Yet each new level comes with commensurate pay increases to reflect the advancement.

Having clear tiers for sales jobs lets our new hires see from the outset that they’re never “stuck” in an entry-level role, and it shows them exactly what they need to do to make it to the next level. They get the support and encouragement to add to their skill sets while also getting better at selling–the critical function they were hired for. For now, we’ve limited this “slice-and-dice” approach to sales, where there are clear, repeatable duties. But it’s not hard to see how it could be useful elsewhere.

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ASK AMBITIOUS EMPLOYEES TO SELF-ASSESS

As any manager knows, dealing with an employee who’s pushing for a promotion before they’re ready can be a tricky (and common) situation. The challenge is to be realistic without dismissing their desire to advance. Simply telling someone they’ll have to stay put will only breed resentment and accelerate a move–likely outside your company.

So we’ve tried to develop what I think of as a readiness pulse-check. Flip the tables and give eager team members a chance to assess their own readiness for a promotion (or lack thereof). A little while ago, one new hire joined Vidyard as a “concierge,” helping direct customer inquiries to the right place, but his heart was set on getting into sales. When he pleaded with me after just a couple months to make the move, I assigned him some homework: I asked him to spend some time with other leaders in the company to learn exactly what his dream job entailed.

He soon realized he still had some work to do, but he now knew exactly which skills and qualifications he’d need to move forward. Within little more than a year, he successfully made the switch and has continued to move up the ranks. In fact, using this same approach, he went on to segue into a product manager role, where he’s in charge of bringing our tools from ideation to market.

Putting the onus on your ambitious employees to figure out whether they’re truly ready for the next step is a great way to give them some control over their career paths. Some may resent the perceived roadblock. But those that rise to the occasion will be doubly dedicated to their jobs, and double their value to you by learning more about how the company works.

EXPERIMENT WITH SWAPS AND LOANS

Indeed, sometimes the best ways to keep team members happy is to encourage internal mobility across functional areas. Jumping to a new role or department can revitalize enthusiasm and preserve institutional know-how while also busting up silos.

We recently began experimenting with a loaner program to let employees cross departmental lines in their work, something that other tech companies have been doing for years. Right now, our initiative is admittedly small and operating on a four-month trial, but I’m excited to see where it leads in the future. Other times a change of scenery is all it takes to renew someone’s enthusiasm for their job. We have a satellite office in another city on the West Coast, and we’ve had a few team members request to make the move. While this doesn’t always entail a change in job description, the shift in setting is often a welcome change, with the added benefit of strengthening our company culture through cross-pollination between offices.

In my opinion, keeping a good employee for many years is important; it’s the goal of every great leader I know. The key is to creating a climate where people hungry to amass new skills can genuinely see a path forward. In the end, a stifled, inflexible workplace only leads to the exodus of your best and brightest. The earlier you start thinking about where your newest hires might be headed, the sooner you’ll start seeing them maximize their potential and make your organization stronger–no matter how long they’re there.

ABOUT THE AUTHOR

Michael Litt is cofounder and CEO of the video marketing platform Vidyard. Follow him on Twitter at @michaellitt.

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FastCompany.com | July 20, 2018