Trust and teamwork are in a crisis if you ask managers. If you are a knowledge worker, you are working remotely in the COVID spring of 2020; whether you want to or...
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, onboarding does not end with the first days of orientation, where new employees learn about the company’s vision, mission, culture, history, codes of conduct, benefits etc. After the orientation, onboarding can last from weeks to months depending on the complexity of the role.
During the long tail of 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.
Onboarding is the foundation of employee experience. In a whitepaper by BCG, organizations with proper, successful 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.
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.
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.