Guest post: Lara Jagdmann has been working at d.vinci since 2018 and is responsible for marketing.
The Four Phases of Onboarding
Depending on the phase, different people across various departments must come together to facilitate the onboarding process. The letter of intent is described in phase 1 as the point in time at which both parties decide to work together in the future, i.e the contract has been signed by both parties.
Phase 2, also known as “preboarding” begins as soon as the contract is signed and consists of the period between that and the new employee’s first day on the job. It is during this time in particular that you should not lose contact with them, because this phase can be lengthy, lasting several months in some cases. According to a study, 30% of employees quit before the first day of work- possibly because they feel as though they have been left alone after signing the contract. Regular reporting, invitations to events or to a lunch can have a great effect here.
This way, the employee can get familiar with the environment before the official start and feels immediately welcomed and integrated. A personal employee portal can help with relaying information and providing security. In addition, you engage the new employee before their official start, and use their motivation and anticipation to pass on important information. This way, the new employee can become a part of the company even before the first day of work.
The phase 3, which is the actual onboarding phase, starts on the employee’s first day on the job. Here, everything should be set up for the new employee: desk, computer, telephone. It would be nice to inform other employees about the start and some of the position’s details.
In the first few days in particular, the new employee gets flooded with information, so it can be helpful to explain the “unwritten rules”: what are the lunch times, who do you talk to about vacation planning, what are the working hours? This can help them feel more comfortable and reassured.
When possible, the new employee should be matched up with a “buddy”. The buddy should be someone that is a good fit with the employee both on a personal and professional level.
A fixed schedule on the first few days will help the new employee find their way around quickly and be on their way to productivity and success. You are welcome to give them a kind of “timetable” so that they can quickly orient themselves and work through their first steps, allowing them to gradually integrate into the company.
Very important: regularly consultat with the new employee, especially at the beginning. There should be regular feedback discussions in which you talk together about things that are going well and also about things that can be improved. Understanding how your employee is feeling is crucial.
The phase 4 of onboarding describes the phase of support, i.e. everything that happens after onboarding. Because even after its completion, you shouldn’t leave the employee alone, but rather continue to motivate and advise them.
Onboarding Should Be Tailored
Depending on the position, a different induction process is required. When planning this, it should be taken into account that an entry-level employee has different needs to an experienced professional. It may be that an entry-level professional is not yet used to working eight hours straight whilst maintaining concentration.
In general, it can be said across all target groups that formal onboarding, i.e. the basic equipment of the workplace, for example, is particularly important. For trainees and experienced professionals, technical onboarding is also high on the list. For them, it is important to be taught specialist knowledge quickly so that they can act in the best interests of the company.
Onboarding must therefore be adapted to each target group, even though there are many steps, such as ordering keys, that are involved for each new employee.
Why Invest in a Good Onboarding Process?
27% of new employees say that the company was not able to meet the expectations previously raised. This number clearly calls for the need to do better. If the onboarding process goes well, the new employee will immediately have a positive association with the employer. This pays off in the long run as it ensures higher motivation for both the individual employee and the team.
Long-term employee retention is made much easier with a good start. After all, there is no second chance to make a first impression. A well-thought out and integrated onboarding process really pays off in the long run. According to a study, 81% of HR managers say that employer branding is also strengthened by good onboarding.
Support in the onboarding process can be provided by digital software, e.g. from d.vinci, which automatically and seamlessly integrates tasks and processes across all of the departments and parties involved.
www.stellenanzeigen.de, Candidate Journey Studie 2017
Haufe Studie 2019