The first step in creating or revising an onboarding process is considering the wider organisational goals you are looking to achieve. This will help you focus on key areas of the onboarding experience and realistically assess the current state of these in consultation with key stakeholders. Try to understand areas of strength and weakness by engaging employees and encouraging them to supply feedback, then you can plan out actions to deliver improvement.
Activities you may look at include:
The job offer – the first part of the onboarding journey sets the tone, poorly structure offer information, misleading or missing information or misconception on the part of the candidate create the potential for serious problems down the line.
Discussing salary & compensation – ensuring negotiation over salary is open but robust and clearly aligned to a roles responsibilities and performance expectations can help set the tone for ongoing employee relations.
Paperwork – overly complex forms, difficult submission processes, and lack of clarity in communication around paperwork can add damaging stress to the experience for a new hire.
Embedding culture – providing a clear understanding of the organisational culture allows the opportunity to assess cultural fit and pre-emptively address any concerns before they contribute to more serious issues.
Essential training – making sure that core training is enjoyable, flexible and still fit for purpose during employee onboarding will empower them to gain essential skills more effectively and make them more productive quicker.
Providing an employee handbook – the employee handbook is often the central reference point for onboarding employees, making this essential document user friendly and informationally valuable will support new employees as they acclimatise to new policies, processes, and practices.
Educating about benefits – an elaborate benefits offering which goes unused is of little value to an employee. Ensuring that onboarding includes concise, informative introductions to all the benefits available will encourage more usage and promote future wellbeing and retention.
Visiting other sites and locations – providing opportunities to visit other parts of the organisation, whether that is geographically different or just a different type of workplace (such as a central office, warehouse or retail location).
Executive introductions – first exposure to the senior leadership are an excellent chance to reinforce organisational culture and provide role models for career development.
Meeting other teams – the introductions to other teams can be great opportunity to encourage social integration for new employees, casual get togethers and chances to discuss shared interests are brilliant icebreakers.
The most important thing to remember is to gather feedback from your employees as often as possible, this will allow you to keep reviewing and improving the onboarding experience as part of a formal change management process.
In the shape-shifting wake of COVID-19, companies the world over are renewing efforts to improve operational efficiency and cut costs, anticipating the difference these actions could make to their longer-term business performance.
The pandemic exposed lingering structural problems in payroll, revealing a pressing need for the function to evolve from unpredictable and reactive to data-driven and strategic.
These issues look set to intensify as firms face ongoing difficulties in recruiting payroll professionals with sufficient strategic, technical and analytical know-how.
Download this report covers:
Why payroll maturity matters
The three phases towards transformation
The technological capabilities needed to expand