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Whether a new hire will be successful and satisfied in their new role is down to the right kind of onboarding. It’s especially crucial for remote employees who can’t integrate organically into the processes and culture of the company.
Importantly, employee onboarding does not end with the first days of formal employee orientation, where new employees learn about the company’s vision, mission, culture, history, codes of conduct, benefits etc. After the orientation, employee onboarding can last from weeks to months depending on the complexity of the role.
During the long tail of employee onboarding, the new employee makes personal connections with their team, sees how people work, gets their first assignments and gets a tacit understanding of the processes and organisational dynamics of the company.
Benefits of data-driven employee onboarding Process
Onboarding is the foundation of employee retention and employee experience. In a whitepaper by BCG, organizations with proper, successful employee onboarding processes witnessed improved revenue growth by 2.5x and profits by 1.9x compared to companies that had not made onboarding a priority.
So you should have a good overview of how the different facets of the onboarding are going if you want any say in the experience of your new employees. Many new employees can give a rosier view of how things are going in their first weeks. They might be on probation after all. It’s good to know what kind of help you should be offering.
Proper employee onboarding is an important part of employee life time value based framework. You can maximize the value every hire is able to generate meanwhile making sure your team members enjoy their stay. This is a classical win-win situation for the company and employee alike.
Using Flowtrace Employee Onboarding
We at Flowtrace have developed two set of tools to help you with your new employees. These tools will reveal the speed your new team member integrates to the rest of the team, and on the other hand, shows you how engaged, active, and influential your new team member becomes compared to your historical omboardings. Let's take a look at these tools below:
Historical employee onboarding process benchmark
Let's start by visualizing engagement of a new hire compared to company's historical data. Here you can see two new hires during their first 3 months broken down by weeks of their tenure. We have hidden the names of the individuals in below example:
In this example we are demonstrating rather unfortunate scenario where one new hire (green line) did not perfrom as expected. They started as an active member of the team but were in downward trajectory in regards to engagement. In this example their manager had a frank conversation with them on 2nd month of their tenure and an evidence is visible by increased engagement. Unfortunately the hire in question had some other plans in mind at this stage and gave a notice which was mutually agreed with their manager.
In this process, the hiring company learned they have miss-sold the role the individual who had continued with other interview processes during their first months. This kind of benchmarking gives great set of tools to understand how new hires are integrating to the team and work as a early warning sign if something is off. It's in everyone's interest to resolve any misalignment as soon as possible.
Relationships are the cornerstone of a new hire
So let’s say you are onboarding a new employee, Erika. One of the most important things she should do is get to know the other people in the team and the wider organisation.
Erika – Onboarding week 1
In week 1 she would be talking to her line manager Shilpa, and her closest colleagues Sergey and Amanda that she would be working with daily. Flowtrace would show new lines forming in the team.
Erika should also get to know the topics related to her work. With Flowtrace you can see the links that are forming and strengthening when she is using collaboration tools. You can also see what kind of topics are being discussed in team conversations that have her as a participant.
Erika – Onboarding week 4
Say after four weeks of onboarding, you should already be seeing the new employee having more frequent collaboration with her colleagues and having sporadic talks with the other team leads like Olga as well. She would have delved deeper into the topics that she works with and she would be discussing other topics as ell that have a more fleeting connection to her work.
Erika – Onboarding month 2
After two months the onboarding phase would be over. During this time you could have set measurable objectives to know that the onboarding is successful. At the end of the onboarding, the new employee would be linked with the wide organisation, she would have a good understanding of her work and the topics it entails. She would have developed a pretty clear routine and relationships with all the people that would make her work processes possible. Erika at this point is a known person in the organization and has a clearer pattern of what her weekly collaboration looks like.
Ready for A data driven employee onboarding process?
What would your own team's onboarding pattern look like? And how would you measure if remote onboarding is successful? With your next onboardings, try out Flowtrace and have a deeper look into what's happening.