It’s no secret that finding a new talent right now is extremely difficult. Labor shortages are common, young people anticipate greater starting earnings, and after a company hires and trains a new employee, the likelihood that they will leave for a better paid position is rapidly increasing. Turnover costs are significant, but they’ve always been greater than many companies know, and it’s undoubtedly hurting your company’s bottom line.
In this case, how can Human Resources improve onboarding effectiveness to quickly fill the vacant position in their office while also improving retention and employee engagement in the long run?
Since the onboarding step, here’s how you can face the music better:
Inform them regarding opportunity of advancement in their career
Before you hired them, they may have worked in a number of dead-end positions. It’s critical to remember that what companies regard as a training period — with the purpose of developing a long-term connection — for young workers may feel too much like the positions they’ve had previously. What an employer may seem clear may be a mystery to a young employee. Make it obvious from the start if you consider this hire as the start of a long-term partnership. If you don’t make this apparent, young people may leave soon, for a job where they can advance.
Cultivate positive relationships earlier
Young workers frequently require the ability to visualize themselves in your workplace, performing your tasks, and collaborating with your colleagues. Prior to the (sometimes stressful) real interview, mock interviews can express what employers value. Workplace tours and job shadowing are beneficial in assisting candidates in visualizing themselves in a role.
Encourage a respectful and dignified environment for everybody
Despite being the cause of toxic encounters and sexual harassment, managers sometimes pardon supervisors and coworkers who are equal to bullies. Managers should never use poor performance as a justification for racism or sexism. Tolerance of any sort of disrespect lowers morale, diminishes production, and fosters turnover. Workplaces that treat all employees with dignity and respect, regardless of ethnicity, citizenship, gender, or just simple beginner ignorance, will have a far easier time hiring and retaining young workers.
Recognize the importance of non-work life
The new workers’ lives are often different from those of more experienced professionals. Some of them are parents. Many people must use public transportation to get about. Some of them are in school, or their children are in school. Successful managers recognize the importance of learning about their new employees’ non-work lives. Children become ill, public transportation is frequently late and has erratic schedules, schools schedule exams or teacher work days, and doctor appointment dates are beyond our control. Recognize that their situation is likely to be very different from yours. Taking the effort to learn about people’s lives will help you avoid misunderstanding later on.
Create a professional path
We live in a time where people have higher expectations for good jobs. A good job isn’t just one that pays a little more than the minimum wage; these are many and ubiquitous. Good employment give young people hope for the future and make them feel respected. Career employment offer a decent income, have consistent hours, observable skill and wage advancement, and, most importantly, foster respectful relationships with coworkers and bosses. Make sure you prepare this aspect well before the onboarding process starts.
Consider the first few weeks of a new hire’s employment as a probationary phase for both the employee and the employer. Both are eager to establish a long-term beneficial partnership. While businesses want to know if the employee will adjust to the workplace’s rhythms and expectations, new employees want to know if this is a respectful and encouraging environment in which to build a career. A welcoming and courteous environment is essential for successful onboarding and preventing premature turnover.
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