How Important is Onboarding?
This week's post reviews the importance of the link between engagement and the “onboarding process”. Given the correlation of engagement to positive corporate performance (Schneider, B., Yost, A. B., Kropp, A., Kind, C., & Lam, H., 2018) it is important to recognize any strategic approach that embellishes or facilitates increased team member engagement. This post draws from a few of the myriad papers, for example, 17,100 results from Google Scholar filtered since 2017, for the term “onboarding process”, to highlight very briefly the link between member engagement and onboarding. It appears that careful consideration should be paid to the subject and that timing of the process should start immediately after the hiring act. The research also suggests that the provision of training and explanation is an expectation of the pool of contemporary prospective new hires. It also appears that done effectively, “onboarding” can lead to many desirable attributes. Not only do new hires expect it - the end result is a handsome return on the investment.
The question to be answered is - how important is on-boarding? Research shows us that effective onboarding can provide many positives for the team member and the organization. Done well, onboarding can provide increased retention, improved performance, member satisfaction, commitment and self-efficacy (Schroth, H., 2019). One can think about the engagement process and the onboarding process as having the same start point. Interaction between experienced team members and the less experienced member can work toward reducing feelings of anxiety and uncertainty (Chillakuri, B., 2020). The process will bring clarity and understanding as well as establishing relationships with more experienced team members (Cooper-Thomas, H. D., & Anderson, N. ,2005).
A very high percentage of new team members report that they do not have a complete set of skills or the knowledge necessary to do their job. Lack of clear instruction and training has been reported to contribute to as many as 25% of new employees to want to quit their positions in the first six months (Schroth, H., 2019). The cost of turnover has been reported as a minimum of 20% of the salary rate at which the team member is being compensated. So, where to begin?
We can refer back to the basic model of interaction introduced during our exploration of team engagement. Of essential importance to the interaction model is the establishment of a common language (Pangaro, P.,2011). Every business situation encompasses a certain “language” that is likely to be somewhat foreign to a team member with less experience. As an example the word tack has six uses as a noun and two as a verb. To encourage the establishment of a common language, question and answer sessions with senior leaders, key team members and those that they will be engaged with daily can yield much clarity. The onboarding process can be a “conversation” regarding the purpose of the organization, its culture and the nuances that differentiate it from competitors. This can lead to a list of advised understandings required to achieve success in the members new role. Humans are the ultimate frequently asked questions pages. As much time as is possible should be set aside for onboarding and the establishment of the common language.
In addition to a common language, certain hard skills may be incorporated in the onboarding process. Not all new team members will arrive fully prepared with a skill set sufficient to perform their daily tasks as expected. These skills could be business processes, unique protocols or legalities of the business, and actual tangible or intangible skills such as machine operation or expert methodology necessary to produce success in the role. Establishment of hard skills can also be viewed as an extension of the interaction model and may be viewed as part context and part common language.
As important as onboarding is, the process can take from six months to a year. New employees are eager to become productive and so the best onboarding programs likely contain the skills and tools necessary to facilitate early productivity. New hires require an understanding of why things are done along with how to do these things. Research also reveals that new employees are motivated by advancement and growth opportunities as well as continuous learning channels.
So... how important is onboarding? It can be considered vital to the success of the organization in facilitating productive, engaged and comfortable team members.
References
Schneider, B., Yost, A. B., Kropp, A., Kind, C., & Lam, H. (2018). Workforce engagement: What it is, what drives it, and why it matters for organizational performance. Journal of Organizational Behavior, 39(4), 462–480. https://doi.org/10.1002/job.2244
Schroth, H. (2019). Are you ready for gen Z in the workplace? California Management Review, 61(3), 5–18. https://doi.org/10.1177/0008125619841006
Chillakuri, B. (2020). Understanding Generation Z expectations for effective onboarding. Journal of Organizational Change Management, 33(7), 1277–1296. https://doi.org/10.1108/JOCM-02-2020-0058
Pangaro, P. (2011). Design for Conversations & Conversations for Design Design Economy of Insight. http://pangaro.com/CTT11/pangaro-conversations-for-design-berlin-CTT11-distro-r.pdf
Cooper-Thomas, H. D., & Anderson, N. (2005). Organizational socialization: A field study into socialization success and rate. International Journal of Selection and Assessment, 13(2), 116–128. https://doi.org/10.1111/j.0965-075X.2005.00306.x