See how PeopleFluent Onboarding delivers a user friendly experience for new hires, hiring managers, and recruiters. Every element of your onboarding experience should reflect and reinforce a positive message about workplace culture. Everything you said, explicitly or implicitly, about your employer brand must shine through. Consider the values, attitudes, and behaviors that define your company. Onboarding is also your first and best opportunity to engage new employees in company stories —for example, its founding, defining moments, and contributions to customers or communities.
Through these stories—shared via e-learning, video, or in-person activities—your new hires will be able to.
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By enabling new hires to experience these crucial elements of your culture, you can create that sense of belonging new employees crave. See how gomo video enables you to tell stories and create onboarding and e-learning videos in minutes and share them instantly via their secure cloud platform. New hires want and need to feel connected—to their managers, coworkers, distributed colleagues, and leaders. The best way to do this is by creating a centralized platform designed for social connection and peer-to-peer collaboration.
While the digital component of your onboarding program is vital, remember to include opportunities for face time and create opportunities for existing employees to reach out to their new colleagues.
For example, you might. These in-person activities also serve to engage your leaders and seasoned employees in making new people feel welcome, further reinforcing a culture of connection and shared goals. Great onboarding goes beyond compliance to send a clear message that your new hires will be able to grow professionally in their role and at your organization. For example, during onboarding you can showcase stories of employees whose careers began at entry level and progressed into management and leadership. And you can highlight all the ways the company invests in employees, including elearning offerings, rotational assignments, cross-training, mentorship, career coaching, and tuition reimbursement.
Test your ideas and processes at a small scale, measure outcomes, and build on what worked best. For starters, identify a department or business unit within the organization whose leader sees the value of great onboarding and is committed to getting it right.
Ideally, your onboarding champion will have experience and proven success with onboarding from a prior organization, but enthusiasm is equally important. Define your new program and implement it with a new hire cohort of manageable size or with a series of single new hires. Run the program with new hires and then evaluate your results. Survey your new hires and their managers, as well as recruiters and other HR teams who were involved. Ask new hires about their satisfaction with their decision to join the company, experience with the onboarding program, and likelihood to refer people in their network for career opportunities with the company.
Ask managers how new hire productivity, contributions to team goals, and culture fit.
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Ask recruiters and HR teams for qualitative feedback based on their observations and professional expertise. To the extent you can, quantify the business impacts of your program. For example, for new sales associates or account executives, compare revenue generated within the first 90 days by graduates of your new onboarding program to prior new hires.
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