the current work environment, it is more important than ever to retain the
employees who comprise your workforce and represent your company growth and
brand. Surely, you need follow these tips to retain your newly hired personnel.
Think what can you and your talent acquisition team provide to the new entrants to ensure a successful transition right from the zero day?
Below are a few things to see based on factors illustrated in Finding Keepers: The HRDGuru community to Hiring and Holding the World’s Best Employees?
Positions of the role match the candidate’s expectations: During the recruitment hiring process, it does not work to your benefit to enhance, downplay or lie about the post and its challenges or opportunities. As soon as new entrant comes onboard, the actuality of the situation clashes with the new entrant’s expectations and distrust is formed. Recruiting teams and Hiring Managers need to balance enthusiastic selling points with the true day to day experience that will await the new entrant.
On-boarding process and/or orientation program is planned: All the excitement and momentum of the hiring process and courting of the employee disappears when there is no smooth, clear on-boarding process. Guide the new entrants through the details of the first few weeks. Help the Hiring Manager to make a plan that includes the learning of key systems, meeting of critical stakeholders and an action plan for the first few weeks or months. Keep that motivated new entrants engaged with interaction, shadowing team members and projects to work on during downtime. A little planning on the front end will send the message to the new entrant that they are valued.
The little things really do matter like a workspace ready when they arrive, materials for their reference available to be reviewed, and someone assigned to “host” them on their first day. Some of this information can also be leveraged beyond one team to all New entrants across the organization in the form of checklists or New entrant kits without creating an elaborate orientation program.
Satisfaction with salary and/or salary increase: In these economic times, it is not out of the ordinary to have a conversation with current employees and candidates about the reality of the compensation packages and challenges to having salary increases available to key employees.
Remember that the offer can be seen as a total compensation package. Therefore, include conversations regarding benefit packages, equity, on-site employee benefits or opportunities, etc. All employees-seasoned or new- just want to know the truth. Discuss the performance management system to ensure that the new entrant understands how their performance will be measured and how their contributions will impact their compensation. Compensation is viewed as an important factor in their loyalty, but often times it is not the only factor that keeps them satisfied and tied to the organization. It is the culture, management team, and challenge of the role.
Satisfied with Hiring Manager and/or co-workers: Always encourage your Hiring Managers to integrate the entire team into the interview process for the new entrant. It may not mean that everyone on the team conducts a one-on-one interview, but perhaps the top candidates have lunch with the team or attend a breakfast meeting to view the team in action. The New entrant will not be working in an isolated situation and meeting the Hiring Manager in settings different from the one-on-one interview will help the new entrant to secure his or her feeling that this is the right fit. If the interview process and position are remote, schedule “get to know you” phone meetings for the candidate with their future co-workers. It is a great opportunity to ask questions and get details about the position.
Explain Work/Life Balance initiatives: If there are certain perks mentioned during the interview process, such as ability to work remotely one day a week, gym memberships, discounted tickets to local events through the philanthropy office, and technology allowing seamless work outside the office, be sure to address those once the New entrant joins. Provide a resource list for the new entrant to provide them with the necessary information on which they can follow up. Remember, stretching the truth about amount of remote work available, hours the employees is expected to work, commuting time, flexibility of the team and company, etc is only going to create a disconnect with the New entrant once they are on-board.
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