On Boarding!

Hey Everyone!

Happy Tuesday! To be very honest even after I posted yesterday I still thought it was Tuesday yesterday haha. That’s how screwed up I was. πŸ˜€

Work has been very boring today. I have a meeting to discuss our on boarding process at 1pm. I was selected to be on a committee that will revamp our procedure on that topic. If you aren’t sure what on boarding is, it is the process of bringing in new employees and how you ensure that they get what they need, and feel welcome and comfortable with their job. there is way more to it but that is the gist. We are hearing a webinar today for more information and I think after work on the 21st we may be meeting at a bar to discuss more ideas.

Right now our company doesn’t do too much other than a welcome sheet, and a lack luster tour of the building. We are looking to be mentors and walk with them for the first three months. We want to offer surveys of how they are doing, what they expected vs what they have experienced, and assign them a buddy in a way in their department. This all on top of the welcome sheets and a real detailed tour of the company as a whole. Someday we will write it in to the handbook as ‘law’ for a lack of a better word at the moment.

I would love to know, if it applies, if you have dealt with an on boarding process, from either side. Have you ever been through an on boarding process? How was it? Have you been on the administration side? What techniques have you implemented?

Let me know in the comments below! πŸ˜€

I’ll be back again tomorrow, and hope to see you then! πŸ˜€ πŸ˜€

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9 comments

  1. I have been through a few different processes as a new employee, but also ran the process as a supervisor before. A lot of it depends on how big the workplace is -how corporatized or not it is. At the very least an employee should have at least a day in an orientation program with HR or a day with their manager where policies, procedures, benefits, etc are all explained and basic tour given… badges made, etc. More orientation days may be necessary depending on the industry and systems used. Then assuming they’ll need training in the workplace for however long deemed necessary, they should be set up with a coworker who is exceptional at the job and has good people skills to shadow and train with. And of course as the above comment stated, everyone should be expected to make newbies feel welcome and be helpful to them.

    Liked by 1 person

      1. Haha I was wondering that same thing, “Who is this person?” lol

        Nice so you have been on both sides. I’m sure not too many people can say they have been. Where I work they are looking to go a little beyond that one day process, and make sure that the employee is still feeling a certain way after a couple months. I’ll be interested to see how it goes once we implement it. πŸ˜€

        Liked by 1 person

      2. consistent checking in helps, also doing informal performance reviews early on helps too – constructive feedback just as the orientation period ends, and a 3 month eval… both which allows the new employee to also provide feedback on how everything is going. Making it clear from the beginning that management also welcomes ideas and feedback from new employees as well as other employees… Newbies often have different experiences to bring to the table, but don’t always want to speak up when they are new. Some really good ideas can be considered and implemented – and processes streamlined – when newbies are encouraged to speak up. Newbies come in with fresh eyes and can see problems that have been overlooked or gotten used to by other staff who have been working there for a much longer time.

        Liked by 1 person

  2. Also, you should have who ever is the trainer/mentor go through mentoring training themselves. Then utilize these people consistently (assuming that they do well at it). They need to be good at giving consistent constructive feedback, be able to explain things well, have patience, and be good people-persons

    Liked by 1 person

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