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Onboarding Program Killers: 15 Common Errors to Avoid
by Dr. John Sullivan November 17th, 2008 ere.net
Onboarding programs rank high on the list of HR programs that get little respect or attention. When managed well, onboarding programs can have a dramatic and measurable impact on employee productivity, retention, employment brand, service/product quality, workplace safety, and future hiring success.
Unfortunately, most onboarding programs are poorly designed and even more poorly executed. After years of researching and advising firms on developing best-practice programs, I have found that there are 15 key factors that can literally kill any chances of onboarding programs demonstrating a positive impact.
The Root of the Problem
Most corporate onboarding programs are designed from the HR administrator’s perspective. The goal and focus is to ease the administrative burden on HR and to drive compliance activities, not to ensure that new hires can reach expected levels of productivity in the shortest time frame possible.
As a result, most programs have boiled onboarding activities down to all but the bare bones of administration. Every new hire, transfer, or merged/acquired employee gets the same information, on the same timeline, via the same channel.
Doing so has made administering onboarding easy, cheap, generic, consistent, and utterly useless. The result is that most onboarding programs frustrate new hires and hiring managers.
While the concept behind onboarding is truly simple, delivering world-class onboarding is anything but easy and generic. If your current approach demonstrates any of the 15 onboarding program killers described below, you’re missing the mark and need to start over:
Read more....
Onboarding programs rank high on the list of HR programs that get little respect or attention. When managed well, onboarding programs can have a dramatic and measurable impact on employee productivity, retention, employment brand, service/product quality, workplace safety, and future hiring success.
Unfortunately, most onboarding programs are poorly designed and even more poorly executed. After years of researching and advising firms on developing best-practice programs, I have found that there are 15 key factors that can literally kill any chances of onboarding programs demonstrating a positive impact.
The Root of the Problem
Most corporate onboarding programs are designed from the HR administrator’s perspective. The goal and focus is to ease the administrative burden on HR and to drive compliance activities, not to ensure that new hires can reach expected levels of productivity in the shortest time frame possible.
As a result, most programs have boiled onboarding activities down to all but the bare bones of administration. Every new hire, transfer, or merged/acquired employee gets the same information, on the same timeline, via the same channel.
Doing so has made administering onboarding easy, cheap, generic, consistent, and utterly useless. The result is that most onboarding programs frustrate new hires and hiring managers.
While the concept behind onboarding is truly simple, delivering world-class onboarding is anything but easy and generic. If your current approach demonstrates any of the 15 onboarding program killers described below, you’re missing the mark and need to start over:
Read more....
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