O P I N I O N
Hiring for keeps Research shows that a good onboarding program is the best way to keep the people you hire, and save a chunk of change on recruitment and training.
T he process of accepting a job seems much akin to accepting a first date – you perform online research (or, in the case of dating, secretly stalk them via social media), you ask a plethora of questions to ensure values align, and you seek the opinions of others. When the big first day/date finally arrives, you’re excited, nervous, a bit cautious, and, most of all, curious – curious as to how you will like it and where it will ultimately lead.
Who should be responsible for this program? The simple yet complex answer is everyone. Your HR department can lead the effort and help arm your new employees with forms, general information and a go get em’ attitude. But in today’s improved See KELLY THOMPSON & KIMBERLY CASSELLA, page 4 “Whether a first date or a first day at a new job, it’s the impact of the overall experience that determines whether you walk away feeling eager to pursue or dreadful of what’s to come.”
Whether a first date or a first day at a new job, it’s the impact of the overall experience that determines whether you walk away feeling eager to pursue or dreadful of what’s to come. For a new hire, it’s day one and the subsequent few months (the honeymoon period) that can determine whether a new employee stays; therefore, creating an effective onboarding experience is more important than ever. According to a study by Equifax Workforce Solutions, more than 40 percent of turnover happens within the first month and another 10 percent or more leave before their one year anniversary. Studies show this turnover can be attributed to a less formal onboarding program.
Kimberly Cassella GUEST SPEAKERS
THE ZWEIG LETTER January 9, 2017, ISSUE 1182
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