Critical onboarding mistakes – and how to fix them
On the first day of a job, the needs of the new hire and the needs of the organization can clash. And unfortunately, the results can be catastrophic for the long-term success of the new employee. Are you making any of the classic onboarding mistakes? If so, read on for some suggestions to correct them.
A good way to think about it is using Maslow’s hierarchy of needs. Organizations typically start at the top with self-actualization needs, while the new hire starts from the bottom and their physiological needs.
Here’s what I mean:
Organization’s need: Completed paperwork.
New Hire’s need: The basics (Where do I park? Where’s the bathroom? What’s for lunch? Who can I connect with?)
Solution: Start with a simple tour and introductions. Show the new hire where they can put their stuff, where they will work, review the lunch plan or options for lunch. Once they’re settled, ask them to fill in the essential paperwork that is critical to have on the first day. Better yet, provide all of this information in a basics package before their first day so they feel more confident on their first day. And always make sure to address anything they need to bring or have on their first day (documents, etc.) in advance.
Organization’s need: Policies reviewed, understood, and signed off on.
New hire’s need: Confirmation of their decision to join the organization.
Solution: Look at the policies and paperwork you are asking the new employee to complete or sign. Does it list the reasons you would let them go? Does it review all the ways NOT to be successful or go over a “probation” period? Look for opportunities to reframe the information into positive messages that reinforce why you chose them, what they will contribute to and be a part of instead of focusing on what would make you end the relationship before it gets started.
Organization’s need: Emphasis on learning, training, and information, often supplied in the first day or two with little or no contact with the new hire’s direct manager.
New Hire’s need: Connections with their new co-workers and managers.
Solution: Delay jumping straight into the learning process until the new hire has an opportunity to meet and get to know their new team and see the tools in use. This helps them move into the belonging phase and gives them more context for what they are learning and why it matters. You’ll likely see a positive impact on how much they retain.
Overall, take an approach designed to avoid overwhelming your new hires with information. Instead, focus on where they are and what they need. Then, build your onboarding experience to provide the information at a time and cadence that fits their needs and gives them a better chance to absorb it.