Do You On-Board?

I have been on-boarded into a new organization four times in my life. Two were OK and two were terrible. Having talked with many a learner about this experience and helped a few organizations develop on-boarding programs, it has always amazed me how poorly constructed these programs can be. The irony is that although the intent is to welcome and orient a new or advancing employee, the result is often the complete opposite. Many leave these programs overwhelmed, confused and anxious. With research supporting that the vast majority of employees make the decision to stay at a company within six months of joining, an effective on-boarding program carries more weight than most may realize. In the economy and world we live in today, hiring and retaining an engaged and productive workforce is more important than ever before.

Many on-boarding programs are simply too short and only focused on new employees. The process of joining a new company is an ongoing and evolutionary one. Some might even argue that it’s a process that never ends. Yet many on-boarding programs are three to five days in length, if that long, and are delivered in a way that implies that the process ends. Successful on-boarding programs need to be staged over the life of the employee and contextual within the workflow. Many organizations conduct their programs as if they feel that orienting employees to every aspect of the company gives those employees a great overview of all that the company does, when in reality it may confuse and blur their responsibilities. This doesn’t mean that a general overview of the history, mission and vision of the company aren’t important, but many of the department details that are shared can be better introduced over time as needed.

On-boarding programs need to be blended in the same way we’ve re-engineered our other offerings. They also should be made available for employees who are transferring within our organizations or being promoted. Navigating these new responsibilities is another form of on-boarding, and many assumptions and early mistakes can be avoided if these individuals are given the same degree of care that we offer to new employees.