Onboarding started out in the 70s as something called “organizational socialization” (catchy, right?). It targeted new hires during their first few days at a company. And it was as formal and uninviting as it sounds. In its early days, it focused purely on paperwork mixed up with some basic, preliminary training. And, while time’s moved on, many organizations’ onboarding approach hasn’t.
Unfortunately, a large number of organizations still focus onboarding primarily on processes and paperwork. The average onboarding experience (according to Sapling) calls upon new hires to:
read, sign, and upload 3 different documents (of varying lengths)
complete 41 administrative tasks, and
deliver at least 10 learning outcomes.
The most popular form of training by far (53%) is mandatory compliance training such as health & safety and fire awareness. Important, yes. But inspirational and motivating? Couple this with the fact that most organizations (35%) only spend a week onboarding new hires (and a worrying 20% just a day), and it’s no surprise that 88% of employees rate their onboarding experience as “not great.” And only 29%t feel fully prepared and supported to excel in their role.
The good news is onboarding trends are changing as companies look for new ways to make onboarding personal and playful, but also practical and productive. So, what should onboarding include to support this approach? Let’s take a look.
Focus on people, not paperwork
Well, a more progressive (and arguably more effective) approach to onboarding focuses on people over paperwork.
Sure, filling in forms is important. But there has to be a balance between admin and acclimatization. A realistic rhythm to the onboarding program gives new hires the freedom to adapt at a steady pace. And the flexibility to absorb more than just policies and processes.
Modern onboarding kits are practical, but they’re also motivational and engaging. They balance important information about the job and workspace with strategic insights into company culture, values, and vision. And opportunities to meet colleagues in both formal and informal settings.
Take your time
Content covered. Now the other major factor is time. The duration of your onboarding program matters. In our survey, the longer it was, the more employees felt ready to take on and conquer the challenges of being the new face in an organization.
BambooHR agrees. According to their own employee onboarding survey, 31% of people left a job within six months, with 68 % of those exiting after just three months. Carrying your onboarding process up to then (and beyond) rather than just for the first day or week gives them a more manageable introduction to the company and their role. It shows that you’re there to support them and are willing to give them time to acclimatize. It also gives you a better chance of retaining them.
In many ways, the time element is more about mindset than formal delivery. You can pin your program down to a fixed number of days or months. Anything between 30 days and 6 months would work well. But, a more meaningful approach is to adopt an indefinite commitment. Internal mobility, after all, is a common feature of most modern workplaces as employees change roles, teams, and departments. Values, vision, and organizational priorities also change. Both of these are good reasons to keep the onboarding ethos going. Not to mention the fact that, according to research, the socialization process alone can take up to a year.
Provide structure
That said, your formal onboarding experience needs structure. So, how should you organize your onboarding, and how much time should you give each segment? Every case is, of course, unique. And what you include and for how long depends on a number of factors: resourcing, investment, the size of your company, your new hire intake, and other commitments. But, as a guide, here’s a template to work from:
Stage One: Preboarding
Duration: From acceptance of an offer to the official start date.
Preboarding serves two purposes. It’s a time for admin. Documents need to be signed and forms filled in. Doing this now frees up time on day one for more meaningful activities, such as meeting colleagues and forming relationships. Your new hire also needs to prepare for their first day (what to wear, where to go, and when).
But it’s also a time for keeping in touch and further engaging. You’ve invested a lot into hiring the best person, but they haven’t started yet. Which puts you in a vulnerable position. What if they get poached by another company? To keep them excited, you need to form a connection. Remind them why they were chosen, make them feel valued and needed, and remind them of what they have to look forward to at your company. And share any company news or updates you think they may want to see.
Tip: Don’t over-communicate: remember they haven’t started yet and don’t want to feel overwhelmed. But do share anything “light” that gives them a flavor of your company culture.
Stage Two: New hire welcome, orientation, and team training
Duration: Week one (maybe two)
Your new hire’s started and is ready to be welcomed into the fold. A mix of formal and informal activities and several onboarding workflows takes place during this phase. Again it’s a mix of the practical and personal. There’s the IT setup and workstation orientation. Plus, training around tools and processes, HR policies, and compliance. But there are also crucial meet and greet sessions, both informal and formal, to lift and lighten the mood.
Stage Three: New hire welcome, orientation, and team training
Duration: First month
With most of the mandatory ‘tick-box’ tasks out of the way, new hires are ready to learn more about the specifics of their role. And to sync up and socialize team members and other key contacts across the organization. This is a key phase for building trust, forming relationships, and setting goals. Again, it’s important to introduce cultural touchpoints to remind new hires of company benefits, beliefs, and values. And show them how they contribute to the bigger picture.
To get an idea, in 2014, customer satisfaction scored 87.05%. In 2018, just 4 years later, the number was slightly higher than 82%.
Stage Four: Performance and growth
Duration: Second and third month
As employees find their feet and take on more responsibilities, this is the time for regular performance reviews, mentoring, and feedback to support development. During this phase, training needs will be reassessed and offered depending on any gaps in knowledge or skills identified. Regular contact with a new hire’s manager or team leader plays an important part in this stage of onboarding.
Stage Five: Nurturing and development
Duration: 4th month onwards
Here’s where onboarding becomes less structured and more reactive. With new hires firmly placed in their teams and fully functional, the focus shifts to continuous learning and improvement based on individual needs. Regular one-on-one meetings are key to ensuring employees receive feedback and are on track to meet their goals.
Let’s recap!
For onboarding to be effective, it needs to last longer than a day or a week. Ideally, it should stretch from the moment the employee’s contract is being signed to 6 months or a year into their new role. It also needs a structure that reflects the different stages in the process.