I’ve been working with a Belgian company recently to re-define their onboarding process. Faced with a regular influx of young starters, a bored team of “induction presenters” and a realisation that they can do much better, they are revamping their onboarding for the future. This short post simply outlines the activities we have considered – it may give you some ideas. Nothing here is more expensive to implement than the previous processes.
- Recruiters explain the basic onboarding process and give potential starters a flyer about their first weeks in the company
Upon contract signature
- First “handshake tour” of the office
- Give branded “care package” handed-over
- “Welcome video” from CEO waiting in email inbox
- Access to internal Yammer network
Start minus 2-weeks
- Assignment to starters: Introduce yourself on Yammer network
- Information presentations (PPTs, Prezi, video) delivered to starters with important information (compliance, processes)
Start minus 1-week
- Onboarding agenda delivered (and Outlook calendar pre-populated)
- Starters given a joiners company quiz to complete in their own time prior to day 1 – answers can be found in various online resources
Start minus 1-day
- Courtesy phone-call from manager: “Everything OK for tomorrow?”
- First beautiful welcome in reception: We wait for you
- Orienteering game in the office
- Fire drill (do, not tell)
- Short Q+A sessions in place of long classical presentations (you already got the information; now bring your questions)
- Lunch with other new joiners (not manager)
- Answers to quiz questions
- Time at desk with one real job to achieve
- Hand-over laptop, phone etc at the end of the day
Day “2” (or maybe 3…)
- Manager gives first week focus: 3 priorities to be achieved
- Lunch buddy or “parrain”
- Courtesy call from IT helpdesk: “Everything OK?”
- Colleagues start welcoming via Yammer network
End week 1
- First status-update meeting with manager
- Video presentation from CEO: “Company mission, vision and strategy”
- Online satisfaction survey: “Week 1 onboarding”
- Sweets for the weekend 🙂
End month 1
- Meeting with recruiter: Compare notes on recruitment, function and onboarding
- Manager sets performance targets for next 2-months
- Meeting with other new starters: Starters present their job/projects to other starters
- Workshop with other new starters: SWOT and company strategy
- Online satisfaction survey: “Month 1 onboarding”
- Networking event with other new joiners
End month 3
- Knowledge (compliance) test regarding specific company processes
- First formal performance evaluation meeting with HR
- First formal performance evaluation meeting with manager
- Online satisfaction survey: “Month 3 onboarding”
End trial period (6 months in Belgium)
- Golden handshake from CEO
- Letter sent home with good news
- Discussion about career development and talent development processes in company
There are many other things that could be done to make onboarding a success (gamify the whole thing??) and I’ll be going through the major principles behind success in future blog posts…
Thanks for reading!
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This post has nothing to do with trainers. Well, sort of. It is about getting a job, getting seen or self-branding..
In 1999, a good friend of mine tried to get a job in a highly esteemed London Ad Agency. He was amongst 1000 hopeful graduates just on the market trying to get into the best spots. Big names, big competition. I wonder how many of them did what he did…
Instead of sending a CV, he sent a plastic moulded cast of his foot. In a shoe box. When the box was opened, there was a simple message: “I need a trainer. Call me” (+ his number).
I suppose that most other people sent in a CV. My guy didn’t. He did what everyone needs to do if they want to get somewhere with the help of other people….
1 – Tune in to the situation, values and needs of the other person
This is key to any “sales situation”, whether it be getting a job, selling a house or service or convincing your friends to come out on a Saturday night. You need to put your active empathy skills into practice and tune in to the other person. You’ve gotta be FAB. The shoe in a box was tuned into the need for creativity and an original dynamic approach.
2 – You have to stand out . You might say: That’s easy in the advertising world, but not in real life. OK, a good point – but I’m not asking you to be creative and wacky all the time. Just different to the other guy. What makes you different? Even if you have a simple classic CV, you have to have something that the others don’t have. A USP.
3 – But don’t bullshit. What I liked about the shoe in the box was that it didn’t make any great claims-to-fame that wouldn’t hold up. The action itself suggested “creativeness” but the need for a trainer underlined a lack of arrogance that needed supporting. Nice. Subtle. But cool.
These lessons may come from a world of advertising and recruitment, but they are valid for a lot of communication situations. Tune into the situation/values/needs of the other, stand out and keep it real.
Thanks for reading.
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