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EMPLOYER TAX BRIEF
Employers shouldn’t rush orientation (or confuse it with onboarding)
Does your organization intend to hire new employees in the coming year? Given that some turnover is virtually inevitable, you may not have a choice. As you bring new staff members into the fold, it’s critical to get both orientation and onboarding right.
Wait a minute, aren’t those two things the same? Not exactly. Orientation is only the initial, short-term and administrative part of onboarding. Once new employees are oriented, there should be a long-term process in place to ensure they’re fully and inclusively integrated into your organization.
Prevent disorientation
Let’s focus on orientation. Many employers rush through this critical task — usually because they want to meet productivity goals. Unfortunately, that often leaves employees feeling disoriented, which, in turn, tends to diminish their comfort level with and loyalty to the organization.
Typically, people hope to find a “happy home” with a new employer. Cramming paperwork, introductions, tours (if it’s an on-site position) and lectures about organizational philosophy into one hectic day often leaves new hires overwhelmed, confused and even burned out from day one. It certainly doesn’t help them settle into their new digs comfortably.
You can reduce the pressure on new employees with an extended, step-by-step approach to orientation. This enables you to present critical employment information in bite-size pieces that new hires can more readily digest.
Take it day by day
To the extent possible, set aside one day solely for paperwork, security checks and other administrative matters. Doing so will give new hires plenty of time to fill out forms, read the employee manual, learn about policies and rules, and get up to speed on your benefits package. Then reserve another full day for tours of the workplace and introductory meetings — perhaps even lunch with their respective supervisors and coworkers, if feasible.
After new hires have spent about a week (that is, five business days) on the job, schedule at least one meeting to discuss items such as:
- Organizational philosophy,
- Compensation and benefits,
- Incentive and wellness programs, and
- Advanced training and career paths.
By this time, new employees will likely have at least a few substantive questions about the position as well as your organization’s policies and programs. Such meetings create the perfect opportunity to talk about these and other related subjects in detail. Be sure supervisors and HR staff are well-trained to hold these discussions and sell the strengths of your organization.
Get and keep the ball rolling
Precisely how long orientation should take will vary depending on factors such as your industry, the size of your organization and the specific duties of each position. An important overriding principle, however, is that it shouldn’t be rushed or improvised. Create a formal process and allocate sufficient time to carry it out. And from there, establish a long-term onboarding process to keep the ball rolling.