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Onboarding New Employees At Multiple Locations

“You just need a little time to get your feet wet.” Onboarding new employees could be described as the process whereby a new employee gets her proverbial feet wet. It’s a process of discovering something for the first time, overcoming fear and anxiety, and gradually becoming familiar, comfortable with a new experience. It’s a slow, measured lowering into the water–starting with the feet. A summer dip in the pool.

Sadly, far too many new employees never experience that placid scene. Their experience is quite the opposite. It’s more akin to Uncle Larry running across the the pool deck in all his gut jostling glory, scooping up nieces, nephews, unaware bystanders– and an unfortunately placed inflatable–before lunging mercilessly into the deep end with all wrapped in his arms. “Uncle Larry I can’t swim!”

Of course, the “sink or swim” approach works at some places. When it’s planned. And when it involves experienced swimmers. And when Uncle Larry isn’t in charge. But regardless of whether your employee onboarding process is measured and methodical or fast and furious, it becomes exceedingly difficult to manage outcomes when onboarding employees at multiple locations.

Employee Onboarding without a lifeguard

No Guard On Duty

Onboarding new employees at multiple locations is a challenge because it’s rarely possible to have a person dedicated to guarding the process at each location. Things get dropped, forms don’t get signed (or counter-signed), documents are lost, important instructions are delivered secondhand or not at all…the list goes on. So for organizations who must onboard employees across multiple locations, many must default to the “sink or swim” approach because they simply do not have the HR staff to facilitate anything else.

However, when no one is around to determine whether a new employee is sinking or swimming in the early stages of employment, a number of negative outcomes can result. These include:

Inconsistent Service or Operations

New employees–to a business’s customers–are just employees. Customers don’t care if they are receiving subpar customer service from a new employee–it’s still subpar service, and it’s not appreciated. When new employees are thrown into a position without adequate preparation, operations and customer service will suffer.

Low Employee Morale

Perhaps a new employee is doing well, but no one is affirming her work in the early weeks. She thinks she’s doing well, but she’s not too sure and so anxious. Over time, that anxiety turns into ambivalence. Ambivalence will soon become resentment. Resentful employees don’t stick around; they start looking for new opportunities.

Low Productivity

Maximizing productivity depends on consistently executing optimized processes efficiently. New employees who are poorly onboarded may lack the knowledge or motivation (sometimes both) to execute a process efficiently, even if that process is optimal. In other words, bad employee onboarding may lead to bad business outcomes.

Rapid Employee Turnover

The initial results of bad employee onboarding are experienced by the employee and felt by the customer; however, eventually this all comes back to injure the employer–specifically, the employer’s brand. A negative employer brand makes it increasingly difficult to grow a business and hire new employees. And maintaining a constant hiring cycle with minimal growth is expensive and ultimately unsustainable for many small- to medium-sized businesses. Hand-in-hand with low employee morale, rapid employee turnover can have a lasting effect on an organization.

Employee Onboarding Pool Rules

Planning Your Pool Party

For organizations with multiple “pools” of employees spread across a geographic area, hiring an HR representative for each location is not likely feasible. So those organizations must find a way to ensure that they are consistently and effectively onboarding new employees at multiple locations. Here are a couple options:

Train Location Managers In Onboarding

Additional onboarding-related training for location managers could equip them with the skills to successfully handle new employee onboarding themselves. In a perfect world, managers would welcome and execute this with open arms, but in the real world it would be scoffed and scorned into oblivion (ain’t nobody got time for that).

Onboard In One Location

A more sophisticated, complex approach to onboarding could involve moving the process to one location. This would see new employees spending their first week at one location, learning the ropes, and then “graduating” to new locations after the onboarding period had ended. With perfect execution this could work too, but who’s to say that a new employee’s experience at the second location wouldn’t differ from her first?

Although the above approaches may work under certain circumstances, the introduction of onboarding software easily tops both.

Employee Onboarding Belly Flop

Cannonball!

To really make a splash during the new employee onboarding process, employers should seek to eliminate monotony and simplify complexity. Employee onboarding software can do this, and for organizations with employees at multiple locations, it has the added benefit of reducing the need for HR staff at every location. How?

By providing tools to digitally manage tasks, documents, and forms, employee onboarding software makes possible the following:

Enter Once, Populate Many

Once an employee enters information into a field, that information automatically populates other fields and documents that require it. No more entering your name and address multiple times.

Electronic Signatures

Collecting, counter-signing, and filing documents can be eliminated completely. Electronic signatures allow for documents and forms to be processed and stored digitally, saving time and resources–and avoiding the headaches of paper chasing.

Task Assignment and Completion Triggers

Schedule required onboarding tasks to be assigned contingent upon the completion of other tasks. This allows an organization to control the timing and pace of the process, which helps ensure that new hires feel comfortable and not overwhelmed.

E-Verify Integration

Onboarding software that features an E-Verify integration drastically reduces the time needed to verify the employment eligibility of new hires. Using information the employee submits electronically via the required Form I-9, software with this integration submits the information to E-Verify, where the information is checked against a federal database and a status returned almost immediately.

Bring The Employee Onboarding Process Alive!

Employee onboarding software succeeds in bringing consistency and quality to the new employee onboarding process by centralizing control of the process in the hands of the Human Resources Department. By automating many of the monotonous and complex tasks required of both new employees and HR, the software provides human resources professionals with the space and time to bring the employee onboarding process alive.

So the next time your organization is analyzing employee turnover metrics or brainstorming ideas for employee engagement and retention, take the time review your employee onboarding process. Are you inviting new hires to enjoy the cool, calm waters of your organization at reasonable, comfortable pace? Or are you bum rushing them into Uncle Larry’s wild pool party?

 

ExactHire offers hiring and employee onboarding software to growing small- to medium-sized businesses that are looking to efficiently attract, hire, and retain exceptional talent for continued growth. To learn more about ExactHire’s HR solutions, please submit a brief contact form.

Image credit: Document-management-workflow (Click on image/Press L for a full view) by Saad Faruque (contact)

No Lifeguard On Duty by Myrtle Beach TheDigitel (contact)

Belly Flop Contest by Steven Depolo (contact)

Pool Rules Girls Pool Party Lourdie by prayitnophotography (contact)

Rewrite Your Talent Onboarding Story In 7 Game-Changing Steps

Once upon a time there was a talented, optimistic marketing professional named Simon. An exciting, fast-growth technology firm was fortunate enough to woo Simon during a flashy interviewing process and he was pleased to accept its offer of employment shortly thereafter. His new position would offer him more responsibility, more pay and a chance to learn some new technologies. Sounds like a storybook ending for Simon, right?

That’s what he thought, too, until he began to experience the firm’s employee onboarding process. While the tech firm had many things going for it, it had a few things to learn when it came to giving its new hires the best opportunity to be successful and productive in their working environment. Let’s see how Simon’s story unfolded and consider what the tech firm might have done differently to make a positive impression on him in the critical early days and months of his employment.

1 – Wait, What’s Pre-Boarding?

Once Simon accepted his offer, he still had to give his current employer a few weeks’ notice before finishing his job there. While his new employer was hiring frequently, and at such a pace that it often had employees start just days after accepting an offer, Simon was an anomaly in that he had some time to kill before his start date. Unfortunately, his new tech firm was radio silent during this period. Simon actually had to proactively reach out to confirm details like start date and arrival time. He wondered if his new company had forgotten about him.

Rewrite the Story: Simon’s new hiring manager could have called or emailed him to welcome him to the fold and prep him with some housekeeping details prior to his first day. This “pre-boarding” scenario (aka the period before official employee onboarding) is also a golden opportunity for an organization to send a welcome kit to a new hire with goodies like a prepared training schedule, visual organizational chart, fun facts about the company and some branded company swag.

A best practice during pre-boarding is to make sure that your company’s existing employees know about the forthcoming start date of your new employee so they can be ready to make him feel at home. This also gives the onboarding process stakeholders a chance to update recurring meeting requests and email distribution lists to include the new employee. Otherwise, Simon might feel silly if he was the only one that didn’t know to show up to the monthly corporate meeting.

2 – Learning the Unwritten Rules

Simon was an organized guy and liked to be prepared. During his interview, they told him that they had a relaxed dress code, but he still hadn’t seen any evidence of that and didn’t want to be the only guy in jeans on his first day. So, he showed up in business casual to be safe meanwhile contemplating the extent of the company’s flexibility when it came to the “flexible work schedule.” In addition, he was still in limbo with how daycare arrangements would work for his daughter, too. He would continue to feel a little stressed about that until he could adjust her drop-off and pick-up times to accommodate his new schedule. Of course his nerves weren’t helped when a bunch of his new co-workers asked him why he was so dressed up for his first day.

Rewrite the Story: Starting a new job is stressful enough; don’t make it worse by keeping your new hires guessing. At a minimum send new hires a Q&A sheet of commonly asked company culture-related questions before their first day.

  • Go the extra mile by pairing a new employee with a mentor buddy who can give him the real dish, and
  • assembling an attractive book or website full of pictures of your employees enjoying the unique aspects of your culture (for example, hitting the gong to celebrate a goal achievement or modeling work-appropriate attire).

Better yet, create a video office tour in which you interview employees that answer these burning company culture questions. Give employees like Simon the confidence to know when it’s actually okay to play ping-pong during work hours.

3 – You Mean I Don’t Even Get a Red Stapler?

Once Simon was shown to his working space, it was remarkably bare. While thankfully his laptop was awaiting him, there wasn’t much else other than tedious employment paperwork. His cube neighbor said that the supplies he needed were around, and that he could show him the office cabinet. So, Simon grabbed some sticky notes, a pen and a notepad since he wasn’t sure how much was appropriate to take. Back at his desk, he passed the time waiting for further direction (his boss was in a meeting on the morning of his first day) by investigating a new “twiddle your thumbs” finger workout on his smartphone…or at least he felt like that was what he was doing.

Rewrite the Story: Not having supplies ready on a new hire’s first day is frustrating and makes a poor first impression on a new employee. Stock a new hire’s space with all the essentials…have email setup, browsers downloaded and include a handy guide to applications that will be used on a regular basis. Complete the staging with a thoughtful welcome sign with the employee’s name. To make this setup easy on existing employees, too, have a basic onboarding checklist or template in place that can be quickly customized based on departmental needs. You don’t have to reinvent the wheel with every new hire.

Identify additional employee onboarding best practices like implementing software to automate both the workflow-related checklists for existing employees, as well as the actual paperwork completed by new employees. Instead of taking up two hours of a new hire’s first few days on the job with boring, redundant paperwork, give him a web-based portal to enter that data in about fifteen minutes. Make sure your onboarding process brand matches the sleek corporate brand that people have come to expect from a fast-growth tech firm.

4 – Be More Innovative Than Lunch

Simon was pleased to learn that he wouldn’t have to figure out lunch on his first day. His manager, as well as some other members of his department, did take him out to a nice restaurant to get to know him better. There’s nothing wrong with lunch as long as that’s not all you do to learn about new hires.

Rewrite the Story: Use your organization’s industry, resources and/or culture to create a unique experience for your new employees. For example, a technology firm might have a space for all employees to share their favorite mobile app along with comments about why each app was selected. A design firm with graphic artists on staff might choose to commemorate the arrival of newer employees by adding their caricature to a wall of fame after 90 days. An organization of travel buffs could have a giant world map and invite new employees to mark the exotic places to which they have traveled with pushpins. Be imaginative and discover each employee’s passion.

5 – My Brain is Only So Spongy

Once his first few days had passed, Simon had to admit that his training schedule did become quite rigorous…full of people to meet all day everyday. He was hustled from one office to another, desperately trying to absorb all the information he heard like the latest chamois cloth mop from QVC. Alas, cramming isn’t generally effective; however, sometimes employers still feel compelled to fill all the gaps in the first few week’s of an employee’s training schedule. While the firm did gain some points for doing its best to expose Simon to a number of areas in the hopes that he’d be more productive sooner, they should have allowed some time for his early foundational knowledge to soak in and then solidify.

Rewrite the Story: Consider a shortened training schedule for the early days of a new hire’s employment. By empowering an individual to train and shadow with others for just part of the day, you enable him to take the rest of the day to reflect and absorb the information gleaned. He can form questions, review the most recent lessons and be better prepared to be a true participant in the rest of his training activities. Incorporate gamification elements into the training and orientation phase by creating company- and/or department-specific quizzes to assess the employee’s learning while also providing entertaining education.

6 – That’s the End?

A month into his employment experience, Simon was starting to feel like a member of the team. Especially when he was thrown into the training mix for three newer hires that were starting the coming week. That’s right, Simon’s fifteen minutes of new hire fame were already up. And while it’s not a bad idea to help new hires hit the ground running by involving them in improving the onboarding process for future hires, you also don’t want to let your hair down too early with your newer employees. The firm was riding on its own cultural coat tails too aggressively. Keeping employees for the long-term requires a learning and development culture that doesn’t end after a new employee’s first three weeks on the job.

Rewrite the Story: Chart an onboarding course for the long haul and remember that the good stuff happens at milestones you intentionally plan for new hires along their entire employment journey…whether it is three weeks or one year into employment. Beyond new hire paperwork and software login credentials, build in triggers for activities like

  • more advanced learning “courses” once initial onboarding prerequisites are met,
  • exposure to other departments to better learn how one’s own job impacts others,
  • individual assessment in order to uncover opportunities for synergy between the newer employee, his hiring manager and/or other department members,
  • succession planning conversations, and
  • personal achievement recognition at notable anniversary dates.

7 – Get What You Expect

Being organized and self-motivated, Simon already had his own ideas about what he wanted to accomplish in his career with the tech firm. He certainly knew his own job responsibilities and had a vague idea of the potential career path available; however, he was foggy on his firm’s expectations when it came to targeting dates for specific skills mastery and project completions. He was looking forward to really producing now that he had a few months behind him, but he would have appreciated more detail about what success had meant for other top performers in the past.

Rewrite the Story: Having a culture of performance management doesn’t mean forcing a performance review every 90 days, or perhaps ever. But, it does mean having candid, personalized conversations with employees about their passions, developmental goals and the organization’s expectations for achievement. Create a job success factors document for all positions so that new and existing employees alike have a benchmark for comparing their own performance to the model for success for their role. Include details about initial job priorities, expected time frames for project completion and resources available from the organization to support the employee. Then, work with employees to align their strengths and passions with opportunities for increasing responsibility and rewards. Providing a map to success will set employees up to have a true sense of accomplishment once they’ve reached important job milestones.

Where Will Simon’s Story Take Him?

Is your organization guilty of any of the onboarding oversights that befell Simon in his new position? If so, take action now so that when your newer employees get a recruiter InMail message after seven months on the job they politely decline the chance to learn more about the next exciting, fast-growth tech firm.

This blog originally appeared on elementthree.com/blog.

Image credit: Swoosh Goes Swish by slgckgc (contact)

A Simple Onboarding Cheat Sheet

As summer comes to an end and everyone’s schedule gets hectic with school, fall activities and new work projects, finding ways to simplify and focus at work are a must!  There are countless tips out there for enhancing your employee onboarding process (think employee retention), but here is a quick “cheat sheet” to make sure you’re doing the big things–and a few little things–that make the process easy and effective.

Complete New Hire Paperwork…Painlessly

Just like starting school or with any new job, there are a lot of forms to be filled out. Going paperless will help you get through these quickly and easily.  Onboarding software makes this process streamlined and painless for all involved.

Ready New Hire Workstation…Before The First Day

When a new employee arrives, make sure they feel at home with their work area, not just sitting in an empty cubicle. Have office supplies ready  and laptop and any other hardware already set up so that they are not just sitting around watching you get these items together. This will show that you are excited about their arrival to the team!

Inform Staff About The New Hire…All Staff

Make sure every member of your staff–regardless of role–is aware of the new hire’s arrival. Encourage interaction and support of the new hire so that they will feel part of the team immediately.  This will be a positive for everyone. The sooner a new hire is  comfortable and acclimated, the more efficient the organization can be!

Welcome New Hire To Your Organization…Social, Fun

Be fun! And be yourselves! Host a carry-in lunch, or order in bagels the first day to help break the ice. You want the new hire to enjoy open conversations (this is easy to do over food!), rather than feel  bombarded with inquiries. Also, invite current employees to celebrate the new hire via company social media pages. They can post with fun hashtags #newhire !

Provide Ongoing Support…Resources to Thrive

Resources for learning the job in the first few weeks, as well as for continued professional development, are vital for new hires. Also, have a plan of attack for the training period, and be able to provide an outline or schedule of this plan to the new hire. They will feel more at ease with what to expect during the first few weeks. And after the first few weeks, be sure to keep new hires informed of opportunities for continued improvement through professional development and job evaluations.

Hopefully this list helps you do the bigs things (and a few small things) to effectively onboard new employees. Great onboarding will lower costs and boost moral within your whole organization, so it’s worth your investment.

To learn how onboarding software can compliment your current onboarding process, visit ExactHire to checkout a demo, or contact us to learn more.

The Onboarding Game

Employee onboarding is no game; it’s serious business. But sometimes our well-planned processes breakdown, and it seems as though employee onboarding experiences are determined by a roll of the dice. Will everyone on our onboarding team execute this time??

*fingers crossed*

It can be maddening for HR professionals when inconsistencies creep into the onboarding process. I like to compare it to the board game, Chutes & Ladders. So in the spirit of that classic board game, I’d like to offer 5 dangerous ”Onboarding Chutes” and 5 helpful “Onboarding Ladders” that can determine whether your onboarding process is a winner.

The Chute: Weak Pre-Boarding

This is the first mistake you can make with a new hire–and it could also be your last. You’ve put so much time and effort into finding the right candidates. It was a hard decision. But after coming to an agreement on compensation, you finally hired the perfect fit for your organization. You’ve come so far!

But now, you decide to take it easy and relax. You go radio silent with your new hire for the next two weeks.  Your “perfect fit” hire is left wondering whether your organization is really the perfect fit for them.

The Ladder: Bridging The Gap

Rather than leaving new hires out in the cold for two weeks, invite them in as soon as they accept your offer. The time between job offer acceptance and the first day can be used to strengthen the employer-employee relationship and get a jumpstart on required HR tasks.

Determine which forms or documents can legally be completed before an employee’s first day, and then offer the new hire the opportunity to complete these ahead of the first day. If you use onboarding software, many of these tasks can be done from home–without paper and pen. This will free up the new hire’s first day to include exciting and engaging activities.

Beyond paperwork, organizations can bridge the gap with creative welcoming gestures. A “welcome card” signed by future co-workers arriving via mail? An invite to a company after-work social? A quick, quirky “welcome video” shot with an iphone? Grand or tiny, welcoming gestures that occur before the first day will elicit excitement from new hires.

The Chute: No Written Training Schedule

Your new hire has arrived! Yay! You pull out all the stops for your new hire in those first few hours: bagels and coffee, grand facility tour, co-worker glad-handing, and big-wig sit-downs. The whirlwind welcome ends with the new hire arriving at a clean, nicely appointed desk. The computer is ready. Email is set up. Now what?

If the new hire’s next five hours and the remainder of the week are characterized by a hodgepodge of ad hoc meetings and supervisor drop-ins, then your impressive welcome may be all for naught. New hires need to learn and do a lot quickly–this can hardly be avoided. But to leave them in the dark is a step–or several steps–in the wrong direction.

The Ladder: Proactive Transparency

A written training schedule sets expectations–expectations for the organization and expectations for the new hire. This provides context and confidence for new hires, as they are able to see the big picture and anticipate how best to manage their free time. It also reflects well on the organization, in that it illustrates thoughtful planning and adds transparency to the onboarding process.

A training schedule can cover the first few days, weeks, or even months. The length will vary based upon the unique needs of the position and organization. The important thing is that it’s designed to be accurate and useful; otherwise, the schedule will confuse new hires–the exact opposite of its intended purpose.

How to present it? Hard copy schedules will work, but electronic documents that are hyperlinked to relevant digital resources will save time, paper, and money for your organization. Going paperless will also provide a more seamless experience for your new hire. Bonus points!

Download ExactHire's Employee Onboarding Checklist

The Chute: Internal Communication Breakdown

So everything is sailing right along with the onboarding of your new hire. A warm, enthusiastic welcome? Check. A written training schedule that outlines the new hire’s next few weeks and is in the hands of said new hire? Check.

The blue ribbon is as good as yours!

But then something quite unexpected happens. Larry from IT forgot to order and set up your new hire’s computer before leaving for his month-long spiritual trek in Nepal. Larry from IT!!!

Apparently, Larry didn’t get the memo or email, or hear in the weekly stand-up meeting, that a new hire was coming onboard during his absence. Whether it was the mode of communication or Larry’s understanding of his role in onboarding, the ball was dropped.

The Ladder: Clarity In Role and Expectations

Too often, employee onboarding is looked at as an HR function. True, HR takes the lead in creating, reviewing, and improving the process. But employee onboarding must be owned by everyone in the organization–especially Larry in IT.

Communication breakdowns are the result of either an ineffective mode–email, memo, voicemail, etc.–or unclear roles and expectations. Barring technical difficulties, it’s most often the latter.

Building an efficient and effective onboarding process is not enough on its own. All stakeholders in the process must understand the role they play and the expectations that come with that role. And when it comes to expectations, these need to be as specific as possible–meaning deadline driven. Namaste, Larry in IT.

The Chute: All Work And No Play

With a fine-tuned onboarding process, your mind might explode with ideas for leveraging new efficiencies. Some onboarding stakeholders may set their eyes on the time-to-productivity metric and urge you to pack in more time for training. This makes sense; the faster a new hire is up to speed, the sooner your bottom line benefits. But there is a danger in that approach.

If you work your new hires to the bone, you might find that another important metric is negatively impacted–your employee turnover rate.

The Ladder: Work Hard, Play Hard

With the cost of re-hiring equal to roughly 20% of a new hire’s salary, HR professionals are wise to consider leveraging onboarding efficiency to provide opportunities for training (work) and social interaction (play). This approach balances the two important metrics of time-to-productivity and employee turnover rate.

And that’s all I have to say about that.

The Chute: Monotonous Inefficiency

Sometimes organizations boast very consistent and reliable onboarding processes that result in adequate outcomes. And adequate is good. But don’t you want to be the best? Number one?!

If your onboarding process consistently and reliably provides new hires with a tower of forms and documents to read, sign, and submit…you’re good.

If your onboarding process is characterized by co-workers who consistently and reliably request, remind, and follow-up on required onboarding tasks via email…you’re good.

But if your process consistently and reliably results in a “meh” experience for new hires…you’re not the best.

The Ladder: Paperless HR

A paperless onboarding process is characterized by efficiency and highlighted with excitement.

When you eliminate stacks of paper, automate form completion, and enable e-signatures, new hires spend less time on monotonous tasks.  Similarly, when you eliminate document production, automate task reminders, and enable e-countersignatures, your onboarding stakeholders save time too. That’s where the excitement comes in!

With all the time saved through the use of onboarding software, there is now the opportunity to inject more fun into the the onboarding process. And if you have an efficient, consistent and reliable process that is FUN…you’re looking at “best” status.

Competent HR professionals understand how vital the onboarding process is to maintaining a healthy employee lifecycle–one that spans years and not mere months. However, too often an organization’s well-planned employee onboarding process morphs into a real-life game of Chutes & Ladders. Sure, even the best organizations will have unforeseen circumstances (chutes) that cause process inefficiency, but when those chutes outnumber proactive, value-added measures (ladders), the organization risks being the loser.

Onboarding success should not be a game of chance. Success can be ensured when organizations take the time to plan and gain employee buy-in for an onboarding process that engages and inspires new hires early and often.

ExactHire offers HR technology to help small- to medium-sized business recruit, hire, and retain top talent for their organizations. To learn how you can add efficiency and excitement to your employee onboarding process, contact us today!

Feature Image Credit: Chutes and Ladders by Thor(contact)

Ready to Improve Your Onboarding Process – Where Do You Start?

Congratulations! You’ve successfully made a business case to get the resources to improve your onboarding process. And, as a result of demonstrating its compelling potential ROI, you even received upper management’s blessing to implement onboarding software to infuse technology into your new hire experience. So, you’re ready to get started…but where should you start?

In this blog, I’ll outline four key strategies for ensuring that your onboarding process change effort will result in marked improvement for your organization’s business outcomes.

1 – Get stakeholder buy-in

If it has been some time since you’ve examined your onboarding process and enacted changes, then now is the time to invite others to participate…those who haven’t previously been involved in the design of this critical new hire process. Modern onboarding calls for the inclusion and engagement of a wide variety of stakeholders, and by involving them from the early stages of process re-engineering, the probability of them carrying out onboarding tasks willingly and successfully later greatly increases.

Demonstrate how an improved framework for welcoming and acclimating new employees will benefit stakeholders. While you’ve already shown senior management how your planned key performance indicators will be positively influenced by the change, and therefore have a positive impact on business outcomes, your peers (other hiring managers and administrative employees) may not have heard your case yet. Show them the numbers…especially how they impact their respective department areas, if possible.

Department heads, in particular, should appreciate the new plan’s aim to reduce turnover and shorten time to productivity, as it should prevent them from spending as much time interviewing replacements in the future. Additionally, the use of employee onboarding software will automate reminder notifications so important process milestones aren’t forgotten (i.e. periodic progress meeting reminders, benefit enrollment meetings, alerts to request future training sessions). Take it a step further and build in opportunities to have conversations with new employees that further set expectations with them about job responsibilities and performance expectations.

Having a system in place that alleviates any concern about forgetting tasks removes the urgency for managers to tell a new employee every little thing in the first week. Avoid forcing new hires to “drink from the water hose” the first few days. As a result, realize the benefit of improved knowledge retention due to more digestible information sessions being spread out over a longer period of time. Allocate the time saved by automatic software notifications toward strategic elements of the onboarding process that make a new hire comfortable and more likely to stay with your business for years to come.

2 – Make it easy for upper management to support the effort

The hard part (that is, getting the blessing of senior directors) is behind you. However, to maximize the potential success of your new plan you still need their ongoing support. Make it easy for them to give that support by telling them how they can be helpful, and giving them the information they need to convey success. In doing so, make sure their public involvement in supporting your objectives is done in such a way that aligns your improved onboarding process with the company’s image and culture. For example, if your organization is somewhat transparent and regularly shares certain aspects of financial information and goal progress with employees, then share a dashboard of your onboarding process metrics with staff members, as well. Or, if your smaller business prides itself on personalized service (including thank you notes to new customers), then ask your CEO to send hand-written notes to new employees before their first day on the job.

Other ideas for visible senior management support include:

  • public recognition of new employees via social media
  • an email to the entire company from the president welcoming a new hire
  • a 1-on-1 lunch with a new teammate during the first week on the job
  • public acknowledgment of newly-hired employees during the next company meeting

3 – Note the importance of sound documentation

The greatest plans will fail to deliver if they aren’t recorded properly…particularly employee onboarding process checklists which have multiple moving parts. Start by researching and confirming the required paperwork that should be presented to a new employee. This will most certainly vary by country, state and even municipality if you operate in a number of different geographic locations. If you’re unsure of requirements, it’s always a good idea to involve a trusted employment law attorney.

Along with the required tax and employment eligibility paperwork based on your location and industry, document which other forms and policy acknowledgments should be included in your new hire packet(s), and how it will vary based by role, division and/or location of employee. Effective onboarding software should allow you to create many different new hire packets, and then automatically present the appropriate packet to a new employee within the onboarding dashboard based on his/her employment characteristics (again…role, division and location).

Next, assign stakeholders to responsibilities for each step of the onboarding process. Have conversations with these individuals so they have an opportunity to volunteer, consent, ask questions and/or decline based on their understanding of the assignment. During this exercise, map out how stakeholders’ assignment to different tasks within the onboarding process could affect a new employee’s onboarding experience. For example, don’t accidentally assign an individual in your corporate office to be the Form I-9 approver for new hires in your production plant two states away. If possible, have more than one individual available to handle certain types of onboarding roles so that each geographic area has an appointed person in all of the critical roles. However, if for example, new employee equipment orders are centralized in your corporate office, it’s okay to have a single person in that equipment provisioning role regardless of new employee location.

Brainstorm other onboarding tasks that could add value with your stakeholders. If they’ve not previously been involved in this group effort, you may be surprised about the innovative ideas they bring to the table. As you vet other tasks for potential inclusion, determine where they should fall in the process, and whether any other tasks should happen as prerequisites beforehand. Assign owners to each of these tasks, as well.

4 – Create an onboarding roadmap to communicate expectations

Take your documentation efforts a step further by creating a visual resource for both your process stakeholders, as well as your other teammates. Share this roadmap with your new hires before their first day on the job, as well. It is okay to have a pared down version of your regular roadmap for your newest employees.

Make a detailed version of this resource available as a handout for stakeholders, and if possible, have an attractive summary version posted as a banner on a wall inside your offices and/or on your intranet, as well. Its prominent appearance will be a constant reminder for all employees to support the onboarding process in order to make it successful.

Your roadmap might be as simple as a flowchart showing the order of tasks and time during which they are executed; or, it may be a chance to get more creative and literally illustrate the “road” to new hire success…complete with pit stops and task milestone markers along the way. What works for you will depend on the culture and resources available within your organization.

This visual representation sets expectations for all stakeholders and clearly depicts assigned responsibilities by person. It is a mechanism to document minimum accepted timeframes for task completion and therefore helps to bring context to the dashboard on which you track onboarding-related KPIs. In fact, consider including a roadmap milestone that documents how frequently you conduct lessons learned sessions with stakeholders, and check on KPIs.

The roadmap helps to make clear which employee onboarding tasks need to be addressed at what time, and this frequent familiarity with the onboarding process and KPI dashboard is key in demonstrating how process improvement does in fact drive business outcomes.

If you’re ready to include employee onboarding software as a critical driver in your organization’s process change efforts, please contact ExactHire to schedule a live demo today.

 
Image credit: Harvard University by Tim Green aka atoach (contact)

How to Make a Business Case for Onboarding Process Improvement

You know it’s time to do something better with your employee onboarding process. Your HR-intuition is on full alert after spotting the tell tale signs: high employee turnover; low workforce morale; lagging time to productivity statistics; and perhaps even lengthening time to fill trends for open positions.

But is your boss convinced that the new hire onboarding pain is palpable enough yet? As a person charged with human resources activities within your organization, it is your job to convince upper management that they need to care about this process and take action. To do so, you must make a business case for onboarding process improvement…and it starts with a discussion on how change can make the company more profitable.

Focus on KPIs that impact business outcomes

Key performance indicators for any organization are always tied to people. So, to help connect the dots between profitability and your plans for employee onboarding nirvana, you’ll need to identify and track the onboarding-related metrics that will most impact business outcomes. This means moving from a conversation that was once focused only on efficiencies gained or staff time saved…to one that illuminates the direct impact those efficiencies can have on your organization’s revenue growth and profitability.

In addition to your trusty turnover and time to productivity metrics, introduce ratios such as revenue per employee and profit per employee to the discussion with senior management. The latter metrics are more easily tracked and benchmarked, and more clearly affect the bottom line…a factor that will cause ownership to take notice when a process improvement effort can move that needle.

Next, paint the picture on how those business outcomes can be positively changed as the result of onboarding process re-engineering:

  • Automating the management of onboarding process tasks using employee onboarding software makes it easier for new employees and onboarding process stakeholders to address administrative items quickly and correctly
  • Allowing employees and managers to electronically sign and approve completed forms (vs. paper statutory forms and organizational documents) from any web-based device requires fewer HR business partners to be involved in document review in the instance of an organization with multiple branches/offices.
  • Leveraging automatic email notifications for onboarding process task reminders allows the human resources team to focus on the more strategic process elements such as culture assimilation, training excellence, fostering a sound mentoring program, and continuous analysis of new hire feedback…even with a potentially greater number of new employees and/or stakeholders involved in the process
  • Focusing more effort and enabling all stakeholders to spend more time with new employees leads to retaining teammates…teammates who are excited to be a part of the organization as a result of the attention, assistance and expectations offered in a revamped onboarding process
  • Engaged employees are likely to become productive more quickly, stay with your company longer and be better performers
  • This domino effect improves your customer satisfaction statistics, reduces operating costs, improves business output, and drives more revenue per employee in part due to the use of technology to automate the more tactical aspects of the process

Record benchmarks for current levels

During the process of identifying which quantitative KPIs are critical to your company’s success, be sure and note their current levels so that benchmarks may be established and compared against future metrics. Only by doing this will you be able to realize the extent to which your ongoing onboarding process improvements have an impact on business outcomes.

Meet with other process stakeholders to determine, in advance, where KPIs will be collected and reported; as well as, who is responsible for monitoring them, and how often.

To increase awareness of your re-engineering efforts, and to illustrate the importance of this endeavor with the rest of your organization, consider making highly visible dashboards available…either via a web-based portal/Intranet and/or in frequently-trafficked areas of your office(s). The added benefit of this approach is that it further commits all stakeholders to staying accountable to the goal for onboarding improvement. There’s no hiding from the onboarding scoreboard!

Organize your findings

Set yourself up for success when making your request for support and resources to senior management. By now you will have identified which KPIs will resonate with ownership, but also remember that your best approach is to come to management with a solution…not just a problem that needs fixing because a bunch of numbers are looking scary.

Think about the types of activities that will result in positive outcome change for your business. A helpful exercise is to organize potential items in a SWOT (Strengths – Weaknesses – Opportunities – Threats) four-square grid. This format helps to flesh out which items are the most critical objectives…as upon completing the grid, items that are truly top priorities are often redundantly referenced across more than one of the four squares. Additionally, a SWOT can help demonstrate that you are thinking outside the change’s impact on your department, and more broadly at an organizational level.

Grab your bullhorn and spread the word

In addition to presenting the raw numbers and proposed action steps to company ownership, it’s important to garner support from peers within the organization, as well. While you will need the head honchos to wave the green flag, it’s vitally important to make your peers aware of the forthcoming change effort, as well. The more you can engage them to offer feedback on how the process might work more effectively, the better your chances of future business outcomes being positively impacted. After all, you will continue to rely on these stakeholders to buy-in to the change so they are willing to help you execute the plan moving forward.

Do focus groups and/or surveys with existing employees for insight on what works or doesn’t work with your current employee onboarding process. Solicit feedback (and also communicate future progress) via many different avenues:

  • internal company newsletter
  • email
  • social media (particularly if you wish to also include feedback from your vendors and/or customers)
  • word of mouth
  • periodic company and/or department meetings
  • company dashboards/intranet

Stay the course

Approval for significant onboarding process improvement may not happen overnight in your organization, but continuing to speak the language of senior management will at least keep the lines of communication open (while you continue to amass data that supports your cause) and improve your perceived value to the organization (icing on the cake).

ExactHire’s employee onboarding software makes the otherwise tedious administrative activities involved with hiring new employees paperless and painless. For more information about our software application, please visit our resources section, try our pricing estimator tool and/or contact us today.

Image credit: Photographers expand horizons in 2010 Army Digital Photography Contest 110311 by familymwr (contact)

Time-Saving Strategies for Employee Onboarding

“I need more hours in the day to get everything done,” is something I used to constantly think. For Human Resources professionals, this thought often comes to mind during the onboarding phase of a new hire. There is so much to do, and so little time to do it.

The only way to get more hours in a day is to shed current “time-consumer” activities or to sleep less–and let’s be clear, my sleep hours are protected like Fort Knox. That leaves shedding current time-consumers, and even that doesn’t seem like a logical solution because those things still need to get done. So what’s the solution?

You need to have a strategy for approaching your work and optimizing your time. My two favorite time-saving strategies are called “One Touch” and the “4 D’s”.

One Touch

The One Touch strategy is something that most frequently applies to paperwork. It’s a way to cut through clutter. When you encounter a piece of paper, your goal is to touch it once. I like to think about it like my mailbox: when I get an item, I either toss it into the trash before entering the house, put the mail in the “to be paid” tray, or take action on it immediately. Same thing can be said for the papers that land on my desk or in my inbox.

4D’s

Most people consider “4D’s” and “One Touch” the same strategy, but whichever strategy works for you, and whatever you would like to call it is a-okay by me. Here are the 4D’s:

  1. Do it. These are typically important and urgent items with short-term deadlines. Take care of it and mark it DONE. Think of someone who brings you a completed I-9. That’s a “Do It” task.
  2. Dump it. These items are unnecessary clutter and unimportant. Think of sales fliers for items your company will not partake or purchase. Take that to the trash.
  3. Delegate it. If someone else possesses the skill set to handle an item, pass that item on. Think of an IT competency questionnaire that will result in the IT department training a new employee. Delegate the submission and scheduling of the IT training directly to the IT department.
  4. Defer it. This is an item that you need to do, no one else can do it, and the deadline is not soon. Make sure that by deferring an item, you do not become a bottleneck in the process. Think of a new hire that submits an apparel form, but you only order new hire apparel once a month. You defer this item until the regularly scheduled moment.

To help manage your employee onboarding process a bit better, implement one of the above strategies. Whichever strategy you choose will be better than none at all. For extra assistance in implementing these strategies, consider investing in technology as part of your total time-saving solution. Onboarding Software can help with workflow and reminders, and it will require fewer touches of virtual pieces of paper.

 

ExactHire works with small- and medium-sized organizations to help them leverage technology in hiring. For more information about our employee onboarding software, try our pricing estimator and/or schedule a live demo with us today.

Image credit: Clock on East Montague by North Charleston (contact)

Checklist to Improve the Small Business Employee Onboarding Process

Your business is agile, nimble…you’re capable of taking swift, decisive action in a short period of time. For example, it’s Thursday afternoon and your team has just finished interviewing the last of the final candidates for a newly-created job in your firm. You needed to fill the position yesterday. But, if all goes as planned, the offer will be extended yet today, the candidate (who seemed really excited) will accept on Friday, and…in the spirit of chaotic, yet productive startups, he will start work on Monday! He can just grab a notepad and some pens out of the supply closet, and do without a laptop for a few days (argh…we need to order that today) because he’ll just be shadowing other people during that time.

Sound familiar? Hopefully not, but don’t be ashamed if it is a sometimes accurate description of the employee onboarding process at your small business. It can be easy to ignore the importance of employee onboarding in the SMB space, especially if you happen to be growing like gangbusters, have a pretty good culture and perhaps many opportunities for upward movement across the organization. The thing is…those positive attributes are likely in play despite your lackluster onboarding process. Since your onboarding process is akin to your new hires’ first impression of your company, the business needs to put some effort and time into this new employee experience. The results of your efforts will exponentially improve your business.

Download ExactHire's Employee Onboarding Checklist

Here’s a checklist a small organization may use to start talking about employee onboarding process change.

1 – Envision future success

There’s no point in initiating a change effort if you won’t recognize success when it finally happens. If you’re not sure where to start, consider your organization’s current definition of employee onboarding, and then think outside the box to include other items that are now commonly attributed to this effort by the modern HR practitioner.

Think about broad stroke adjectives that could be used to describe your future successful onboarding process. Do you want to make it more: special; professional; efficient; niche-focused; standardized; personalized; etc.? Pulling out some key themes will then allow you to brainstorm more detailed ideas.

It’s key to visualize success simply so that you actually know when you accomplish it someday. And certainly the journey is never over. Upon reaching your first milestone accomplishment you’ll want to create new success goals; however, you must know where you’ve been and where you are going first. That’s why it’s important to identify potential performance indicators, establish starting benchmarks, and then evaluate movement and impact over time to determine which metrics are the most influential to positive change. Stay tuned for more details on this in a future blog.

2 – Discuss planning considerations

Before embarking on the change effort, along with brainstorming ideas, it’s important to note constraints that may impact your re-engineering endeavors, as well. For example, identify potential obstacles such as:

  • Availability of certain employees to participate in various steps of the onboarding process
  • Any existing policies prohibiting certain activities within the organization (i.e. new hires can’t watch videos about company culture and training on YouTube if your company blocks that site from employee computers)
  • Fulfillment time for provisioning employee equipment is set at a minimum number of days (no matter what)
  • Lack of the availability of hiring software to facilitate electronic signatures and approvals and task notifications

Additionally, bear in mind that your approach will vary depending on whether your human resources function is centralized or decentralized. For example, in a centralized system, an organization with different locations will likely rely even more heavily on supervisors to carry out the majority of the tasks associated with pre-boarding and onboarding since HR staff won’t always be directly available.

The complexity of your business will of course drive the development of your new onboarding plan, too. If you have multiple divisions and/or departments, then it would be to your advantage to take time to customize different versions of your plan so they each include items specific to their respective department to better engage employees. These customizations will range from different statutory forms being required depending on employee location to different long-term training curriculum options being offered depending on employee role level.

As you plan the many elements of your revised employee onboarding process, continuously evaluate how the number of stages you choose to include impacts the overall length of your process. And remember, it’s not a bad thing to have a comprehensive onboarding process that lasts for a year or more; however, it is underwhelming to cram a bunch of information into a new employee’s first couple of days — particularly, if that’s all she wrote for the onboarding experience.

3 – Identify potential onboarding process players

Planning a stage in which you get buy-in from the stakeholders involved in your employee onboarding process is a critical port-of-call on your voyage to improvement. People will more likely be active (rather than adverse) participants in change that they help shape. So, at the onset of your project, think about people who have relationships with new hires, and then also consider how the scope of their relationships will impact the extent to which they should be involved in the project. Some will be champions for your cause; while others are sufficient as supporting cast members…but you do want to engage all at the appropriate level. Potential onboarding process players may include:

  • newly hired employees
  • human resources department members
  • hiring managers / supervisors
  • people that provision equipment / resources
  • people that approve forms
  • existing department members
  • members of senior management
  • mentors and buddies assigned to new employees
  • external vendors who interface with a new hire’s role
  • customers of your organization

Depending on both the individual as well as his/her role in the onboarding effort, different communication styles may be appropriate. Take time to mutually create expectations with others about communication preferences that will efficiently support the execution of the process.

4 – Build a framework for accountability

Where many small organizations fall down is in their tendency to repeatedly bandage their process gaps instead of making time for re-engineering efforts and strategy sessions. Their immediate pain is often getting product out the door in time, delivering service that is personalized, and other issues that arise from narrow staff bandwidth. Or, if they do have a periodic project retreat to discuss action steps, they may later fail to execute those items and stay on track to realize change.

The same macro-level tendencies of the organization are often recreated at the employee onboarding micro-level, as well. To overcome this pattern, it’s important for companies to specifically document their plan for change, assign tasks to specific individuals and set milestone deadlines for project completion so that the revamped onboarding process can be put into action for future new hires. Your initial approach may involve the eventual creation of a Gantt chart; however, if you’re a small business ready to foster team collaboration, using colored sticky notes at a team meeting can go a long way, too. Brainstorm all facets and tasks involved in the process, narrow down a sequential order and then assign stakeholders action items and responsibilities by adding initials to the sticky notes. The note color coding strategy can be applied in whichever way is most appropriate for your organization. Here are some ideas:

  • task category (tactical vs. strategic vs. cultural?)
  • task location within onboarding process timeframe (first week vs. six month anniversary)
  • person responsible
  • new onboarding process items vs. old process steps
  • priority for completion (if process is being rolled out in multiple phases)

As you and your team hammer out the details, be sure and think about how employees’ task assignments and roles can affect their onboarding experience and adjust accordingly. For example, some tasks may be completed independently from one another; whereas, others require certain prerequisite items to be completed beforehand.

5 – Incorporate external feedback, tools and resources

It’s easy for small businesses to only consider how their existing resources might be altered to impact employee onboarding process change. However, SMBs do themselves a disservice if they assume that external resources may cost too much, take too much time to research/implement, or have too many bells and whistles for their needs. Here are a list of ideas that could further raise your employee onboarding process game:

  • Survey stakeholders – While the HR team is accustomed to looking out for employees and striving to make improvements, they have only one perspective of what needs to change–their own perspective. By taking time to survey other players in the process who are external to HR, valuable ideas can be gained.
  • Research other employers – If you admire any other organizations for their low turnover and ability to assimilate happy new employees, then make time to take some notes on how your organization can incorporate some of their best practices…or at least take their ideas and tweak them to fit your culture.
  • Don’t forget the legalese – The more tactical side of employee onboarding includes the requisite paperwork and documents…some of which are required in order for the individual to be in your employ legally. The employment law landscape changes over time, and especially if you hire in different states and certain industries, being aware of the latest updates is essential to avoid big costs later. A trusted employment law attorney is someone you should have on speed dial.
  • Make the most of employee assessments – A validated, job-relevant assessment tool, when embraced and used by the entire team, can dramatically improve a new hire’s productivity earlier in the employment relationship. Especially those assessments that have cognitive and behavioral elements…as they allow both new hire and manager to peer into one another’s hard-wiring right off the bat so that they can begin to work together effectively that much sooner. Scheduling onboarding sessions to discuss assessment tools and how they tell a story about one’s skills, motivations and/or preferences is time well spent.
  • Reserve a spot for technology in your onboarding process – Especially because some software companies now focus on working with small- and medium-sized companies, many web-based tools now exist that are budget-friendly. Whether it be using social media to publicly welcome new employees to the firm, building in gamification activities to improve training activity retention rates, and/or implementing employee onboarding software to make your process paperless and improve accountability further into your onboarding process with the use of task assignments and notifications…the cost of tech resources is often insignificant when compared to the savings realized by the resulting improved productivity, lower turnover and quick access to web-based information.

If you’re committed to avoiding future next day new hire scenarios, then follow this small business employee onboarding checklist to be on your way to planning innovative change that will positively impact your organization.

ExactHire’s hiring software solutions are specifically designed for small- and medium-sized organizations. For more information on our employee onboarding software, please visit our resources section, try our pricing estimator tool and/or contact us today.

Fly The Friendly Skies: Employee Onboarding Process

Onboarding. Orientation. Welcoming. Regardless of the term your organization uses to describe the process of acclimating new hires, the goal of the process is to educate and affirm individuals in their new roles and set them on a path toward long-term success within your organization. “Onboarding” is the most popular term these days–derived from welcoming passengers “on board” the ships, trains, or planes that took them to where they wanted to go.

Recently, I took a trip with my girlfriend to France. In one day we travelled by car, shuttle, plane, train, tram, and taxi. With the exception of the car (we drove), all these forms of transportation “onboarded” us differently, and with varying degrees of effectiveness. And despite the horror stories of flying, we found that our plane trip was an example of exceptional onboarding. Here’s why:

1. They Got Us To Where We Wanted To Go

This is number one because it’s the reason we flew in the first place. We wanted to get somewhere. And ultimately, that’s really all an airline needs to do. It’s the minimum. The points that follow, though we’ve come to expect them from a flight, are instances of an airline welcoming, orientating…onboarding.

HR Takeaway: New hires have accepted a position with your organization because they want to go somewhere. And you likely promised them–explicitly or implicitly–that you could get them there. The warmest welcome and the friendliest co-workers will not make up for an organization that fails to provide professional growth opportunities and affirm an employee’s progress. It’s important to do both within a new hire’s first few months.

 

2. We Were Welcomed

A friendly greeting as we checked luggage, at the gate, at the cabin door, from the captain, from each flight attendant. We were helped with storing our carry-on luggage. We had clean seats, new magazines, pillows, and blankets.

HR Takeaway: New hires should feel that their first days are special; not just for themselves, but for the organization as a whole. The workspaces of new hires should be clean and outfitted with at least the basic essentials. As a group and as individuals, existing employees should welcome and chat with new hires in their first week on multiple occasions. Ideally, your work culture naturally promotes this, but it can also be scheduled.

 

3. Our Needs Were Anticipated

Ahhh. We had reached cruising altitude and the “fasten seatbelt” light was off. It was time to recline back, relax, and…a beverage perhaps? It’s tight quarters in a plane, and having drinks and food delivered to your seat is a nice alternative to squeezing snacks into your carry-on. We were on our way, and the crew ensured that our way was comfortable by anticipating our needs.

HR Takeaway: This–with a strong work culture–will likely go hand-in-hand with #2. Co-workers should anticipate the needs of new hires in the early days of employment and address those needs in their “chats”. Any new hire can likely find the way to the supply closet, but a friendly delivery of supplies by a co-worker does more than just meet a need–it communicates kindness, generosity, and a “je ne sais quoi”.

 

4. We Were Given Direction

In addition to being welcomed with smiles, we were given timely directions and informed of changes, connections, time zones, weather, and where to pick up luggage. These were all things we could have discovered ourselves, but the verbal reminders and support helped calm any anxieties.

HR Takeaway: An organization should obviously provide documents on formal policies and procedures. But woven in with the frequent acts of kindness in #2 and #3, verbal directions and reminders relating to policy and procedures will inspire confidence in new hires and reinforce learning. Also, it’s helpful to include specific step-by-step instructions for a new hire’s early assignments that reference formal documents (if these are assigned via email or onboarding software, this is best accomplished by using and linking to digital documents).

 

5. We Were Entertained

Multiple hours on a plane can get boring–even if you have the window seat. In-flight movies are the perfect way to pass the time and break up the monotony.

HR Takeaway: There is a lot to be accomplished in the early days of onboarding. The quicker that new hires get up to speed, the quicker that they can effectively contribute. But new hires can only “drink from the fire hose” for so long . An onboarding process that is broken up with downtime or team-building activities lessens the stress on everyone and helps to ensure that new employees emerge from the onboarding process both prepared and energized to perform in their roles.

 

Flying The Friendly Skies

Our flight and onboarding experience wasn’t flawless. There was the crying baby for 4 hours straight. My ears popped at times. There was turbulence. We had to outwit other passengers to gain access to the bathroom. And the beer prices were steep. But the airline–the crew–was at our service from the moment we checked-in, to the moment we claimed our luggage.

We safely travelled over 4,000 miles and across an ocean in under 12 hours. As amazing as that is, any airline could have done that. However, this one distinguished itself through friendly, effective service–exceptional onboarding. We got to where we wanted to go, but we also felt informed, welcomed, and appreciated along the way. New hires should feel the same as they begin their journey with a new organization.

 

ExactHire provides hiring technology for small-to medium-sized businesses seeking to attract, hire, and retain talented individuals. Learn how our onboarding solution can help your organization effectively welcome new hires and set them on a course for future success.

 

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