All new employees deserve a good start. And the same applies to employees who are moving on. One of the best things you can do to take care of the company’s Employee Branding and general well-being is to have complete control over these two processes, so that both hello and goodbye are said in exactly the right way.
25% of all new hires leave their position within a year!
(Source: Allied Workforce Mobility Survey)
Yes. Ouch! 25% is a really high number. And that is precisely why it is extremely important that you take the onboarding process very seriously. One is that recruitment itself has become more challenged in the current society, but you have to think far beyond ‘just’ the famous signature on the contract. The hard work only begins from the employee’s first day of work and then 45 days onwards.
22% of new hires who leave their jobs do so within the first 45 days of employment.
It goes without saying that the entire startup process is important. But what are the exact factors that come into play here? We have made a list of the factors:
Not surprisingly, research indicates that a good onboarding increases employee satisfaction. When the newly hired employee gets all the necessary knowledge, the best tools and creates close relationships from the start, the whole process will have a much better starting point – and the individual employee will feel welcome and safe in all the new impressions.
And general satisfaction and well-being bring many good things with them. It is scientifically proven that happy employees perform better. In fact, studies from Oxford University show that happy employees are 13% more productive than unhappy employees.
So yes, another important factor!
It pretty much goes without saying that employee retention is inextricably linked to employee well-being. The most important indicator of loyalty is well-being. And well-being does not come by itself. Well-being is the result of recognition, meaningfulness, relationships and job satisfaction – and all the different factors that now lie under those concepts. When an employee thrives, there is far less risk of him/her resigning. And that’s a pretty powerful incentive for any business. Terminations are the absolute most expensive entry in the accounts, as it costs the company around one million to replace an employee. And that well-being must be prioritized from the time the contract is signed.
Commitment and motivation
If the employee has felt well and safely onboard, then she/he is also more engaged and motivated in the work. A good and safe onboarding creates peace of mind. And that calmness is essential for the individual’s motivation to do their best, develop and become even better within the field and engage more deeply in collegial relationships and the company’s values.
It is said that a realistic onboarding – at its best – takes approx. 3 months. This means that the newly hired employee is only expected to perform 100% 3 months into the employment. It’s a long time. But it only takes even longer if the onboarding process is not optimal. There are even studies that show that the time before performance can be further reduced if love is really put into the onboarding – and that is only preferable – for both employee and company.
High job satisfaction equals high efficiency and low risk of termination. When you are in a job that gives you daily joy and satisfaction, you will also want to stay there – for a long time! And then life is made extra difficult for all the thousands of recruitment agencies out there who are diligently poaching employees from one company to another. You create a much tougher framework for your employees’ loyalty and commitment when you ensure that they are satisfied with the job. And at the same time, you must ensure that if there is something they are not satisfied with, there must be a sense of security in being able to say it out loud – or report it in the ongoing well-being measurement.
The last parameter, which is also one of the most important. A good onboarding means a lower risk for a stressed employee. All beginnings and change are difficult. To everyone. So it is not surprising that just changing jobs, colleagues, locations, work equipment etc. causes a lot of unrest and uncertainty for the individual. If the onboarding is at the same time chaotic or unsatisfactory, then even more salt is rubbed into the big, open wound of change. And that can cause stress. A stress that costs the employee and the company dearly!
Well. So we’ve got the importance of a good, solid and embracing onboarding nailed down with a seven-inch nail. Now we just need to look at how you actually run this onboarding in the best way.
Signature in house – GO!
You should start the onboarding from the second the signature is placed. You have approved each other. Both parties are ready for a future collaboration – and if you do it right, your new employees should already feel included, respected and valued from this moment on. It can be a little difficult when he/she has not yet performed or shown his value to the company. But still not that difficult. Because the most important thing right now is to include, be in touch and keep the trust at the fire. Do not demand anything from the future employee, but let him/her know that you are looking forward to the start by sending the onboarding plan, access to various systems (depending on what kind of access it is, however), and keep him/her in the loop with new measures, changes and exciting news from the company.
And then the day came…
First day of work! This causes both nervousness and tension in the employee. But it also requires a lot of the company. Have everything ready in terms of equipment, desk space, material etc. It gives the best welcome when you don’t have to put the cables together and find a mouse that works for the PC. Feel free to start the day with a shared breakfast, where you go around the table and tell each of you who you are. From there, the employee must have the opportunity to settle in. Let him/her read the fire manual, personnel policy etc.
Remember to give the employee time, air and space. Entering a new workplace is overwhelming enough. There should not be the slightest pressure of expectation or too many meetings crammed into the day. It quickly becomes too much.
The Great Exit
Well, as nice as it is with new employees you have to get to know and help in place via a good onboarding, there will also always be employees who need to move on in their career. No matter what, they must have a good exit from the company. And this applies both to employees who themselves choose to terminate their association with your company, employees who are moving on to the sweet retirement life as well as employees who are terminated. There is no need to burn bridges. No, let the company show its best side and embrace departing employees as best as possible.
NEVER take resignations personally!
It is rarely well-founded for an employer to take a termination personally. And it benefits no parties in this important exit process – like no one at all! So respect your employee’s decision and be happy on his/her behalf about the new adventures that await. Have an exit process ready with a thorough checklist of everything that needs to be taken care of before the employee in question leaves the company.
It could be, for example:
- Transfer of various passwords
- Clarity about confidentiality (cf. contract)
- Transfer of relevant knowledge to replacement
- Conducting an exit interview (with trade union representative, AMR or senior manager)
- Transfer of work equipment
Use the exit feedback!
Don’t take the feedback that comes out of the exit interview lightly. There may be a pot of gold here! The absolute best and most effective thing to do here is to use a digital solution where the exit feedback is stored and systematized so that it can be used easily and directly in the further HR work with well-being and employee retention. With Woba, all solutions within HR and well-being are brought together in one platform. And our solution now also includes a module for onboarding and exit. In this way, it is ensured that these two processes are always considered in the overall well-being and working environment.
All other things being equal – it’s important to go hardcore after more onboarding sessions than exits.