Your company has grown to the point you need more staff. Exciting prospect. Perhaps however, you’ve been down this particular rabbit hole before. Had some bad experiences? They didn’t stay, didn’t fit in with the team, or it just didn’t work out. Had to let them go.
Lots of us have been there. We wear the t-shirt and we’ve got the mug.
The recruitment process isn’t cheap. You’ve put time and money into finding this person. You want to, need to make it work.
New staff are your potential valuable asset
This new person could help your business flourish.
Where many companies and managers fall short is in the induction period. Everyone is busy. If you find the right person surely they will hit the road running? Wrong.
One in five new starters leaves an organisation within six months (Recruitment, Retention, and Turnover: A survey of the UK and Ireland. London, CIPD 2007)
A few years ago I took a phone call from a newly appointed CEO of a medical charity. Went something like this. ‘I’m six weeks in post, nobody talks to me, haven’t seen any of the Board members who appointed me, senior medical staff resent the fact that I’m not a clinician, there’s no training budget, my induction was a walk round the building and a list of people to call. So, this is a curtesy call, to let you know I’m leaving.’
When I think of the cost of recruiting a CEO, and all the wasted potential and opportunity, I want to scream.
What can you do to be better?
I am inviting you to look again at your company’s induction practice.
I like to try and put myself in the shoes of that new kid, for that once was me!
They may be thinking, ‘have I done the right thing by coming here? Can I do this job?’
‘Also, I’m apprehensive about the social interactions, will I get on well with everyone?’
My top induction tips
- Prepare. Have an introductory talk ready and introduce the new person to everyone.
- Induction checklist. Covers all areas and employee doesn’t have to rely on memory.
- Be supportive. Recognise that this can be a stressful time for the new starter.
- Appoint a ‘buddy’ someone who can support the settling in period.
- Deal promptly with any issues that may arise.
- Give new employee plenty of opportunities to ask questions and seek advice.
- Invest in additional training if necessary.
If you need help with recruitment or induction strategy, get in touch today.
Finally, make sure that whoever line-manages your new recruit is up to speed with the vision and culture of your business. Not to mention, committed to the induction process as a powerful tool in enabling the new kid to be a fully integrated and productive member of your business.