The very nature of onboarding a new hire lends itself to managers playing a pivotal role in the process.
Unfortunately, it’s easy to fall into a trap where all onboarding tasks become the responsibility of one over-extended HR member – a counterintuitive approach to a process that is so crucial to your business.
According to Glassdoor, well-executed employee onboarding improves employee retention by 82%. Silicon Valley HR leader Dr. John Sullivan cites research on LinkedIn stating that employee performance improves by 11.5% as a direct result of effective onboarding.
Also, MIT Sloan Management cites that onboarding – regardless of how long it takes – is the most critical period in an employee’s relationship with an organisation. It has a significant influence on engagement, performance, and retention in the long run.
Managers are the first point of contact for an employee’s life at a company. Furthermore, employee onboarding isn’t a mere matter of the first-day meet and greets and paperwork – it’s a multifaceted, comprehensive initiative with several moving parts.
As such, employee onboarding efforts should be shared by different key stakeholders across the organisation, which includes managers and senior leaders setting aside the necessary time to make it work.
Below, we’ll examine different ways you, as an HR leader, can get managers more invested and involved in onboarding new talent.
Managers won’t necessarily implement employee onboarding efforts without prompting. You need to outline their responsibilities explicitly – employee onboarding shouldn’t be relegated to “making it up as you go.”
Instill into your managers and team leads that employee onboarding is as vital to the business as converted sales, product development, and profit margins. You can further enforce this message by setting success metrics, the same way you would with other aspects of the company.
As McKinsey says, what gets measured gets done. If the results of employee onboarding aren’t being tracked, how do you know if managers are doing it effectively? And how do managers know that they’re doing a good job?
There are ways to measure and track employee onboarding success. If your organisation uses employee onboarding technology, for example, it’s a good idea to review a manager’s new hire progress through the system (either via reports or the available dashboard). If they’re falling behind on particular tasks, then there’s an opportunity reach out to managers to figure out why, or provide support or tools for managers to help their new hires stay on track.
Employee pulse surveys are another way to examine how managers and senior leaders are performing at employee onboarding tasks.
With those stats in mind, the reasons for excellent onboarding become crystal clear – and should be hammered home to managers during both refresher courses and one-on-one meetings.
After all, if employee onboarding is a priority, it makes sense to ensure managers and senior leaders are thoroughly familiar with its principles, protocols, and overall purpose.
During training, provide managers with a checklist (read more on this in the next section), guidance on key talking points, or tools to help them onboard their new hires. For example, managers can use a technology tool to learn their employees’ communication styles.
When onboarding new hires, managers will benefit tremendously from a checklist that is company wide, as well as department-specific.
There are many tasks, like requesting technology or setting up a new hire’s desk, that apply to all employees. There are also specific onboarding tasks for each department – like meeting key people (such as the new hire’s buddy, or their point of contact for expenses), and learning department technology and language. The checklist should also define the part a manager plays during employee onboarding.
Here are some suggestions for what to include in a manager’s checklist for employee onboarding: