Only 44 percent of employees believe their employer does a good job bringing new talent into the organization. Strategic onboarding seeks to solve that issue by moving beyond automating paperwork. Instead, it delivers a personalized journey that transforms new hires into fully functioning, integrated members of the team. Today’s onboarding approaches should provide clear expectations in terms of behavior and interaction with management, customers, and other employees.
When employees aren’t happy at work, they aren’t productive. Happiness at work is about feeling engaged and fulfilled–being confident, challenged and comfortable. When an onboarding process at a company is strategic, flexible and user-driven employees are more engaged and thus stay longer, allowing a business to save money.
Regardless of what we call it, we know onboarding is the process new hires (or newly promoted employees) go through to become productive. The question is, do organizations know how well onboarding works for them? There’s only one way to find out the effectiveness of the company’s onboarding process: by conducting an assessment.
Imagine if your conference was less than a week away and your staffing agency pulled out of the contract. That was the harsh reality for the Event Planning service that was handling the NBA All-Star Game when it was hosted in Washington, D.C.
If you ask most CEOs what makes companies successful, there’s a good chance their answer will include the quality of the people that work there. Great talent tends to make for great companies, and we know that maintaining a top-notch workforce depends on recruiting the right people. But it also depends on retaining them.
Companies want to attract the best talent. People want to work for the best companies. The definition of "best" varies, of course, but that's the beauty of a brand: it doesn't have to be “one size fits all.”