Finding a new employee is not easy at a time of staff shortages. Once you have finally found someone, you naturally want to keep them for as long as possible. Onboarding a new colleague effectively can help with that.
Onboarding is the process of getting a new employee up to speed. It can start before their first working day: sending an induction guide, for instance, or setting up a call for any questions your new colleague may have.
A new colleague on board
A structured approach to onboarding matters enormously. The first step is passing on information about the company: who you are, what you stand for, how things work here.
An induction guide is useful. You can give it to every new employee and they can read through it at home in their own time.
Make sure they can come to you or to a colleague with questions. And make sure everyone feels free to ask them, however odd those questions may seem.
Give your new employee an overview of their role and the responsibilities that come with it. Provide practical information about daily tasks, expectations and team structures. That helps the induction along and prevents confusion.
There are also various tools that can make onboarding easier. Use online training modules or communication platforms such as Slack or Teams. That makes it easier for your new employee to ask questions. It also helps them pick up the skills they need. Not only is that efficient, it also offers flexibility.
Your new employee will probably be joining a team. Inviting them to a (virtual) coffee break gives them a feel for the team and a chance to get to know everyone. A pleasant working environment is essential, after all.
Working with a mentor
Another way to bring someone up to speed is to assign the new colleague a mentor. A mentor can answer questions, offer guidance and help the new employee find their place in the company faster.
Choose mentors carefully, on their experience, their skills and their willingness to act as a ‘guide’. Mentors need to know the ins and outs of the job, and they need to understand the company culture just as well.
And do not forget that a mentor also needs the time for it, and needs to be good at helping and supporting people. Not everyone is suited to the role.
Put a supporting structure in place in which mentors are in regular contact with the new employee. That could be weekly check-ins, virtual meetings or informal get-togethers, depending on what suits both of them. Evaluate regularly as well, to see whether the process is going well and whether the mentor is a good match for the new colleague.
Continuous evaluation and feedback
Onboarding does not end after the first week. An induction period can take weeks or perhaps even months, depending on the work. Continuous evaluation and feedback are an important part of making that period a good one. Not only for you as the employer, but for the new employee as well. Hold regular check-ins and encourage your new colleague to share how they are getting on. That feedback is valuable: it lets you adjust as you go and keep improving the onboarding process.
