We’ve all been there.
Screening candidates. Multiple Interviews. Offer. Negotiation. Orientation. Training.
Finally. That’s off your plate and you can move forward to your next task.
Then– gone. essaywritingplace An attractive offer from a previous employer and your new hire is out the door and back where they started. And so are you.
Why does this happen?
The answer is lack of engagement. The cure is a structured onboarding program. As a hiring manager, your new employee’s first day is just the beginning of your job. What are the keys to a solid onboarding program that will ensure your new hire stays?
Understanding
Get a clear understanding of why the candidate left their previous position. Did he feel undervalued? He may be vulnerable to a counter-offer. Was it management style? If your style presents no change, what incentive does he have to stay? Be sure that the candidate understands your company culture and assess whether or not he is a good fit. Don’t’ give him an excuse to return to his comfort zone.
Expectation
Be sure that you have clear expectations that the new employee understands. The job offer should include a clear, written job description. Go over the job description on day one, assuming nothing. Be sure that the description contains measurable metrics so that the employee knows when he is successful and when he needs improvement.
Engagement
Get your newbie engaged in the company as quickly as possible. The sooner he feels like part of the team, the quicker his loyalty will be with you. Introduce him to his coworkers. Appoint a go-to teammate to answer simple questions that don’t require tracking down the boss. Take him to lunch with the team. Let him know about upcoming team building events or where everyone likes to go to happy hour.
Workspace
Make sure the new employee has everything he needs to be successful from the first day. The workspace itself should be clean and stocked with basic supplies. Have any paperwork ready for completion. Prepare a written week one (at least) agenda. Include trainings, breaks, projects he is expected to get started on. Include any contact information he might need.
Temperature Taking
Check in regularly to address any small problems before they become big problems. Set follow up meetings at regular intervals, weekly for the first month, then maybe 30, 60, 90 days. Be sure to include what you expect him to have accomplished at these intervals in order to be considered successful. Create action plans for any shortcomings and praise extraordinary results.
Give him a challenge
As tempting as it may be to shuffle the grunt work to the newbie, IT people love challenges, so give him at least one puzzle to solve. He left his last job for a reason. Keeping him engaged and challenged will keep him from second-guessing his acceptance of your offer.
Contact AZ Tech Finders today to learn more about finding and retaining top IT talent.