Nurturing New Hires
The new hire is an investment.
Including interviewing, training and onboarding, the process to bring in a new talent is as long as it is exhaustive.
This is why it is upsetting to find that a full quarter of employees in Fortune 500 companies alone switch jobs ever year. If this happens even in Fortune 500s, it is horrifying to think of what the rate is outside of such beloved businesses. Such a high number indicates more than just a bad match, it indicates an inherent flaw in the handling of new hires. Working in people operations, you are the first line of defense against such wasteful turnover rates.
When the interview process begins, do not candy coat any part of the job description.
Be honest and thorough in listing everything that will be expected of the employee.
The best talent around knows what they are capable of and what is unrealistic in terms of expectations.
Once they see the job they signed up for is not a good match, they will have no problem walking away for a better offer.
The more open you are in the position profile, the less chance there will be of a bad match that could ultimately hurt your company’s reputation.
Normally, on the summary of the open spot, a description of all of the technical know-how will be included. Such things as skills and competencies color the role. However, this is not all that is required to find a great match.
Instead of a dry description, build a descriptive profile of the best individual for the role. Include such things as the values and interests that go along with the job. This will alert possible talents to the drive required in the position. There is, after all, a huge difference in fit between a job that requires a self-motivated employee and a job that is task oriented.
Once a match has been made, work hard to connect them in that first month. Chances are they will be a brand new face and know no one else. If this gap is not bridged immediately, it will quickly lead to a sense of isolation which can result in a turnover. Expose them to all levels of peers, from CEO down to recent recruits. Though some new hires are outgoing enough to not really need such assistance, there are a vast majority that have no idea how to properly network in a quick and effective manner.
Employees are the future of the company and must be chosen with care.
A poor hire results in wasted resources that could have otherwise gone toward the company achieving its goals. Reduce this by taking proactive steps during the hiring process to ensure that the only turnovers are flukes on the employee’s end and not yours. Whether a six-month or two-year onboarding process, any help you give the new talent is helping the company.
© New To HR