Onboarding Beyond Paperwork

Crafting an experience that lasts

With the shift in work models post-COVID and many organizations now operating with a combination of remote, hybrid, and fully in-person setups, creating a successful onboarding process is harder than ever. Team members who experience a welcoming and supportive environment during their first 90 days are 10x more likely to commit to the organization long-term.

“Employee retention” isn’t just an HR buzzword – it requires a well-designed strategy that can boost productivity and long-term employee satisfaction. Some companies can experience up to 20% turnover of new hires within their first 45 days on the job. Onboarding starts before they even walk in the door….or join a video call.

So when does it start?

Onboarding actually starts long before a new hire fires up their laptop or steps in the door. Potential new employees experience the employee value proposition from the moment they set eyes on the role profile, speak to a headhunter or visit the website on a job search. 

The website needs to speak to who the company is, representing what they will expect if they work there and have the same consistent branding. The job profile will speak volumes about what the job is about, so inject personality and say what is important to the company. Use language that aligns with how they will be evaluated once an employee is performing for consistency. Recruiters, whether internal or external, represent the company and should be able to answer questions about culture and DEI and not just the job specs.

How Does that Tie Back to the Onboarding Experience?

After taking a closer look at it through their eyes, new hires getting ready for the first day may be experiencing the swing from excitement to anxiety, having the dreaded imposter syndrome, or just first-day jitters. Getting them set up for success takes more than a day of welcoming them to the team. It lasts long after their first week - remember that attrition spikes during the first 45-day period.

Pre-first day: The basics in any framework is to be kitted up with a computer and access to the systems and software they need before they start. Employers must show them “we’ve got you covered.” They won’t have access yet, so fun old-school paper instructions welcoming them and letting them know what set-up can be done before the first can help reduce anxieties. 

Have fun with this kit, but make sure it is reflective of the experience they will continue to have while working there. There are lots of things employers can include in pre-first day kits such as high-quality company swag that represents the first impression employers want to make, stickers to adorn their laptop that represent who they are (hobbies, preferred pronouns, company icons and logos), collateral that showcases the employers most important things like the company values and what they mean to employers, a map and instructions on first-day arrival, and even a day one schedule in the event of technical challenges with a “phone a friend” option in case they are stuck.

Employers should think back to wearing a sweatshirt senior year of high school, showing the college they were going to attend, or a new sports recruit getting a new jersey before the first day. It gives a sense of connection and pride. They don’t need to wait to be in person to experience that. They have desk space and some empty real estate on their laptops.

First day: On their first day, employers have the usual checklist of things to go through. Usually, it is all standard stuff like healthcare, retirement planning, and lots of paperwork. All of which is important and why it is on the first day, but this is also an opportunity to showcase other things that the company considers equally important enough to be part of their first day. 

Employers can also showcase upcoming diversity-related events, internal messenger groups they may want to join, key messages (even better if it's a video) from senior leaders, and how they find more information easily. Having information in a centralized place that is intuitive to navigate can help make this experience less overwhelming and encourage new hires to find the information they need. 

It also helps them know they don’t need to remember everything! Companies can even throw in some ice breakers. All of these suggestions can be optimized for a remote, in-person, or hybrid experience. Celebrate their arrival with a team lunch (or if at home, maybe send them a gift card to a local place to get lunch and join a virtual lunch) and introduce them to a buddy who can guide them at least during the first week.

First week: Next is making new hires feel like part of the bigger team. Time spent engaging them in the company’s vision, mission, and priorities for the year ahead alongside showing how they connect, is crucial. In the current “Great Detachment”, helping people understand their mission and purpose in their work is more important than ever. They want to see that their work matters. 

This should be balanced between specific goals that are expected of them to achieve and setting clear performance expectations to learning about charities the company cares about, ERGs they can participate in, where the company snacks are stored, and who brings in the best baked goods.

Then comes company values. 65% of undergrads wouldn’t apply for a job if the employer’s values didn’t align with theirs. So, if the company where values are on the wall and not experienced, this could be a reason they vote with their feet. The expectations built through recruitment did not match the reality. This is where consistency is key. The job profile through onboarding needs to align with what new hires will actually see. If the company only includes the things that are a reality and learns they have nothing to share…..it is time to think of a bigger cultural transformation finding ways for the company to live its written values. 

The final phase is about providing continuous feedback and pinpointing improvements. This is where employers can detect where the breakdown is from expectation setting to reality or learn where companies are doing well and what is standing out about the culture. Set clear objectives and schedule regular meetings with the new hire to provide ongoing support.

A well-crafted onboarding process is a powerful tool for organizational success. By implementing the steps outlined above, companies can create a comprehensive and engaging experience that goes far beyond a simple orientation. This approach not only sets new hires up for success but also reinforces the company's commitment to employee growth and satisfaction, which is especially crucial at a time when disengagement and burnout are at an all-time high.

References: 

• https://www.strongdm.com/blog/employee-onboarding-statistics
• https://www.forbes.com/sites/85broads/2013/07/19/how-not-to-lose-your-new-employees-in-their-first-45-days/
• https://learning.linkedin.com/resources/workplace-learning-report
• https://joinhandshake.com/network-trends/gen-z-benefits-expectations/
• https://www.moo.com/blog/inspiration/boost-employee-retention
• https://www.moo.com/blog/inspiration/new-starter-kits

Jaclyn Tomlinson is Chief People Officer at MOO. Over the past twenty years, Jaclyn has strengthened the culture at all kinds of businesses – from startups to household names.