All Aboard: What New Employees Really Want to Know During Onboarding

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As the final step in a sometimes lengthy process, closing the deal on a new hire represents the ultimate recruiting success. Hours of preparation, negotiation, and conversation have led up to this single moment; after the hire is made, all parties can finally relax.

Or can they?

According to a survey conducted by LinkedIn, more 16% of new hires quit within the first week on the job. Why is this rate so alarmingly high?

 

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:

  • 76% believe on-the-job training is top priority
  • 73% desire a review of company policies
  • 59% would like a company tour, as well as training with equipment setup and procedures
  • 56% would like a partner/mentor

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:

  • “Boss was a jerk”
  • “Changed mind on worktype”
  • “Different work than expected”
 

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.

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