Is your onboarding efficient ?
You think your onboarding process for new collaborators is great: everything is well-prepared, mentioned in collaborative documents and the newcomers receive the same personalized tote bag, in the company’s colors. But how do you really know that everything is just hunky dory? Given the impact of the performance of companies, onboarding is something which should really be taken seriously. Employees benefiting from a good onboarding are much more happier and efficient. A good onboarding process allows to maintain your talents, reduce costs related to a turnover and gain more time, mainly in terms of recruitment. So how can one know if one’s onboarding is really efficient?
Ask yourself the right questions, gather feedback and find the right KPIs to actually measure the quality of one’s onboarding, as it is essential. It’s all explained here!
Measure voluntary resignations VS unintended resignations
A rather high turnover rate is a sign that something isn’t right in your company. However, there is voluntary and unintended resignations. In order to properly identify the issue, it’s important to compare the voluntary resignations vs the unintended resignations (a breach in the trial period by the employer, for example).
A high unintended rate of resignation shows that there is an issue with recruitment: you’re not able to find the right profiles. If you have an HR hat, this affair is once again going to be in your hands.
If these voluntary resignations are rather high, mainly during the trial period, you’ll be pinpointing something which is certainly related to onboardings.Your training process isn’t properly adapted, the company’s culture doesn’t necessarily correspond to what the newcomers expect, integrating teams isn’t optimal etc.…In short, your newcomers are disappointed and leave the company at once.
To work on this last issue, don’t hesitate designating a “mentor” for each newcomer. It isn’t obligatory for this mentor to belong to the team of the newcomer, choose someone with whom there is chemistry. Give particular attention to their team integration and encourage their managers to show recognition, right from their initial success. All this shall contribute in a major way, to your onboarding.
Who leaves and why?
It goes without saying, some of your collaborators are more qualified and have a “rarer” profile than others: in short, it’s harder recruiting them. If these profiles leave your company more often, this is really an issue. So, you need to know this. The best means is to carry out interviews or resignation surveys, during which you ask questions like:
Did the tasks of your position match your expectations?
Was the company’s culture in tune with your values? Why?
Did you feel that your work was recognized?
On a score from 1 to 10, how did you judge your integration within the teams?
Did one offer you to join teams to get the legendary Thursday hang over at the next-door pub?
Indeed, the questions need to be in keeping with your company, your onboarding process and your goals. The idea is to find these points which need to be improved in your onboarding process and this way, improve the collaborator experience, generally.
Measure the level of satisfaction of your new collaborators
Measuring the satisfaction level of newcomers, a few days after their arrival, is a good way of determining the efficiency of onboardings. When you measure the satisfaction of collaborators, this concerns working conditions, the various advantages, general atmosphere etc.…
Once again, you can implement a questionnaire. Ask them what they expect out of an ideal company and where does your company stand, compared to these criteria. If efforts still need to be made to achieve an ideal company according to them, you know where your company needs to improve.
Measure the retention depending on the basis of managers
It’s true that some managers are better than others. This way, if the collaborators belong to a team where the manager has a turnover rate, which is higher than your company’s average, there is surely a problem with this manager.
One of the solutions is to analyze the way onboardings take place by the team managers, who have a low turnover rate. How do they create strong ties with their teams and ensure success of their collaborators? This way, you’ll be able to identify the good practices and give the same advice to the “least performing” managers.