Or can they?
Studies have shown that incoming employees are less than satisfied with their onboarding experience. According to LinkedIn’s “What People Really Want from Onboarding,” here are new hires’ true priorities within the first week:
While these may seem like no-brainers, new employees are often left without much direction or introduction. But with our without these factors, new hires are leaving due to these top three reasons:
So, how do employers persuade workers to stay on board long enough to truly understand their positions?
First, management must be invested in the onboarding process. Thorough training, an introduction to the environment and responsibilities, and constant communication are a good place to start. Simply “throwing them to the wolves” is unfair to the new employee, as it ensures undue pressure and little chance for success.
Many (33.23%) of respondents said that they prefer management “show them the ropes.” This extends further than HR and involves the individual’s department, colleagues, an assigned mentor, or a trainer. New employees want to see and learn firsthand from their manager and colleagues how to best do the job; the HR professional may not be able to best do this.
The recruiter and hiring manager must realize that “selling the position” does not end when the employee starts. Rather, this process continues for the first few months as employees familiarize themselves with the company, learn how to succeed, and begin to feel comfortable in their new role.
It is the manager’s duty to ensure they stick around long enough to do so and the recruiter's responsibility to check in with the candidate and hiring manager following a placement to ensure candidate satisfaction and track hiring metrics.