Employee Onboarding

We thoroughly enjoy recruiting people for our clients all over the GCC. It’s always a great experience getting to match the right fit into a business. We believe every candidate joining an organization is setting themselves up for a new phase and a vision into the future

As a general rule, people are happy when their expectations are met and it’s vice versa when they aren’t. Expectations broken are a cause of disappointment and with that comes a whole lot of emotions.

It’s the same thing that happens with candidates. When they join a new job or an organization, it’s a buildup of plenty of expectations. They walk in a geared up to enjoy the challenges of their new role and the new company they would be working with. At this stage, they are happy and engaged. When expectations are not met, they are disengaged and eventually leave and yet again sometimes they are disengaged and stay. I would say either of the situations are not potentially good for a business.

Managers have expectations too. I’ve never met a hiring manager that extends an offer to an employee thinking, “I expect this candidate will be a real loser. Their performance will be awful and in a few months, I’ll have to start performance managing them out of the door.”

All this brings it down to the crucial process of ‘Employee Onboarding’. Our Onboarding process sets the stage for expectations to be met or disappointment to start sinking in.

So what’s the right question you need to ask at this stage?

What does Onboarding mean to our organization? Not the process but what’s the expectation.

Processes keep changing or improvising from time to time, but what you need to find out is:
What do your new hires expect during the Onboarding?
What are Managers expectation from Onboarding?
The answers to these questions will impact what takes place during the Onboarding, when it happens, how it’s communicated and who are the people responsible.
There are multiple ways on how this could be handled using people or technology or even a combination of both. Managers might decide to team teach sections of orientation with HR. All in the realm of possibilities, if the organization knows what is expected.

The ill effects of not getting the right answers may not show its impact immediately. Everything could be fine during the first month; only not to be fine at 90 days.

Employee onboarding is about setting expectations. Failure to do so will only lead to disengagement and disappointment by employees and managers.

“Employee orientation centers around and exists to help the individual employee, but it is the company that ultimately reaps the benefits of this practice.” Michael Watkins Author of “The First 90 Days”

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