Finding new employees who can strengthen your team might occasionally be difficult given the current low unemployment rate, booming IT sector, and positive investment in small enterprises.
Small businesses should take into account a myriad of issues in an effort to reduce the expenses and cultural effects of personnel turnover or a bad fit. To achieve this, it is important to develop a solid recruitment and onboarding strategy that helps to ensure you get the right people for the job and gets them off to the best start possible. Having the right work force with the right skills can protect you from risks, just like how the right small business insurance policy can protect your business.
Effective recruiting entails strategic hiring
Unless you’re a one-man-band, the people you hire and retain will play a fundamental role in helping you to achieve your business objectives. As such, you can not underestimate the importance of hiring the right people.
However, all too often, hiring is something we do on a reactive, as opposed to a proactive basis. For example, when a key member of staff leaves, there is a sudden surge in demand for our services or new financing becomes available. Hiring and onboarding processes can often be hurried, and this may lead to businesses choosing the wrong candidate. This wastes both time and money.
Hiring the wrong people can have implications for other members of your team too. It can put coworkers under additional stress, lead to staff members having to take on more responsibilities, and place managers under higher amounts of pressure. A bad fit could also lead to decreased productivity, greater hiring costs, and low staff morale.
When it comes to developing a hiring strategy, it is important that you take a step back, carefully contemplate your overall strategy, and think about the qualifications and personal traits the right person for the job will possess.
If you recruit the wrong individual, you could find that managing the role out through reorganization or redundancy, or spending time and money on coaching and development is extremely expensive.
Take into consideration the structure and mission of your organization while hiring so that you can have a clear idea of the skills and values that will assist you in realizing your vision.
Instead of making hiring decisions on the spot, create a road map and follow it. Never forget that it’s just as important to hire for values and cultural fit as it is for competencies.
New hire onboarding is a process, not a quick exercise
About 90% of new hires make their decision to stay with their employer within the first six months, and it takes them about a year to perform to their maximum capacity in a position. You have between six and twelve months to establish a long-lasting relationship; thus, the onboarding process should be designed to fit that time frame.
All too often, employers see induction and onboarding as interchangeable processes. They should actually be two very different beasts.
Induction is very much a compliance-driven procedure. It’s important to ensure that your new hire has access to the proper payroll paperwork, internet policies, company regulations, and working from home policies before they begin.
Onboarding, however, considers the wider picture. It is about the wider role the employee will play in the company, how they will establish productive relationships, how they will fit into the culture and the means by which they will contribute to the long-term achievement of objectives. Onboarding requires time and effort on behalf of both the employee and the employer.
Here are some great tips for onboarding effectively.
- Preboard prior to boarding
Onboarding begins when you make the offer. After that, there will be a period of time before the individual starts his or her new role. This is known as the preboarding period.
You can take some basic actions during this time to make sure your new hire gets off to the best possible start. Make some basic calls of congratulations and follow up a few times to express your delight in having them on board.
- Get organised
Take advantage of the preboarding period to get everything ready that your new hire will need to feel appreciated and valuable as soon as they arrive. We’ve all had those first days at work when a desk wasn’t set up or there wasn’t a computer available. It’s disappointing and frustrating. As a result, make sure your new hire has everything they need for a seamless start, including a workstation, computer, logins, email address, business cards, and shared drives.
- Schedule meetings in advance
Set up meetings so that your new hire can start meeting the right personnel from day one. Don’t count on being able to make appropriate introductions on the spot because everyone is busy.
- Simple gestures count
Do you have any business merchandise you could send to your new hire? Have you had time to set up a welcoming morning tea? These small “above and beyond” gestures can go a long way toward creating a favourable atmosphere.
- Establish explicit guidelines
By letting new employees know what is expected of them and the objectives they should be pursuing, you can take as much of the uncertainty out of the process for your new recruits.
- Request and provide feedback
Ask for feedback from your new hire on how they are doing, what they are facing, whether they require any resources, and who they still need to contact. This enables you to foresee problems before they arise.
Also, make sure you actively share feedback with your new employees. Constructive criticism can be very important, especially in the beginning when a new hire may still be getting the hang of things.
- Recognize how remote work affects everything.
If you are hiring new candidates for remote work, you need to recognize that it will be much more difficult to engage in casual discussions about how they are adjusting. As such, it will be important to set aside committed time to speak with your new hire. Do not try to cram it into a conversation at the conclusion of a project meeting. Set up a planned meeting at regular times throughout the first six months and check in for important milestones.
And keep in mind that a little empathy can go a long way. Make sure they feel well supported because working from home might create a whole new set of issues for a new employee.
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