Over my last twenty years in HR, I have seen every variation of a typical onboarding program. Many companies don’t have a formal strategy, others have made substantial steps towards onboarding a new leader. But there’s one element that all the onboarding programs I’ve seen have in common – and it’s that traditional onboarding programs alone are putting your company at risk.
On August 15, @shrmnextchat chatted with HR and Talent Acquisiiton Manager Claire Petrie @_strclaire about HR Ghost Stories.
If you missed this excellent chat about this new hiring phenomenon that’s spooking employers everywhere, you can read all the tweets here:
Ghosting can occur in many parts of the candidate/employee lifecycle. Three points in time specifically stand out to me - the applicant, the candidate, and the new hire – where HR partners, recruiters and hiring managers can make some changes to minimize their chances of being ghosted. What is common between all three of these? The importance of timely communication!
On February 15, @shrmnextchat chatted with Kristen Harcourt,
The HR profession is known for its catchphrases, and the expression “war for talent” is a phrase that is certain to produce a lively debate.
Whether you think the war is over or is only getting more intense, one thing is clear: It’s critical that talent managers are informed about the latest trends to remain competitive.
You‘re excited about a new employee you hired who came highly recommended. They start, you introduce them to co-workers, clients, upper management, board members.
I only have one tip really: Start out well. For the first year, be on time, be diligent, arrive early, leave late, take shorter breaks than others, study, be nice to everyone, volunteer for the grunt work, and have fewer excuses. The adage is truer than it is false – a first impression is a lasting impression. Impress everyone that they made a good choice hiring you!
I’ve been using this tag line of “small business who think big” for just under a year now. I took some time last year to really understand my target audience and focus my work and thought that best defines the clients I want to work with. It seems to be resonating because when potential clients reach out, they often mention how they really like that line and thought it fit them well.
And then they ask me what it means.
Organizations expect a lot from managers. They need to hire the best employees then train and coach them for high performance. Managers are the key to employee engagement and retention. It’s a challenge and a huge responsibility. This doesn’t even include the requirements for the department or process they are managing.
This is the third post I have written about some of the upcoming breakout sessions at the SHRM16 Annual Conference.
Today I am excited to tell you about a session on Manager Onboarding. The person presenting this session is a good friend of mine (full disclosure here) and her name is Sharlyn Lauby. If you have ever delved into HR Blogs you might know her as the HRBartender.
Q: I’m at a loss on how to deal with a recent hire. He’s very eager to prove himself and do well, but instead of learning his job –which involves very specific functions, procedures and deadlines– he spends time trying to find efficiencies in other areas and coming up with improvement ideas unrelated to the job. Consequently, he’s not up to speed.
Onboarding Key to Retaining, Engaging Talent