The Onboarding Process for Week One

The Onboarding Process for Week OneThe Onboarding Process for Week OneAfter you successfully recruit a highly sought-after job candidate, you can be left feeling like you just ran a marathon - accomplished and excited, but exhausted. So when you find the right fit, you dont want a poor onboarding experience to make your new employee think they chose the wrong employer.Skilled workers are in high demand, and they know it. If they start questioning your firms competency so quickly, they may not wait around to see if the situation improves. In todays market, a new recruit may jump ship just to see if another employer can offer a better fit.The importance of Week OneThe reality is that you dont know for sure if the newly minted employee is fully committed to their new work situation. Change is hard and stressful for everyone. People navigating a new work environment are bound to feel like a fish out of water. Theres also a chance the employee is wistful for their old job and missing for mer colleagues. Another possibility They might still be thinking about another employment opportunity they were pursuing.The best way to show new employees your firm is the right place for them is to have a strong onboarding process in place. Good or bad, you make lasting impressions in those first few days, so its essential to keep emphasizing to your new hire that they are in the right place. Dont let them doubt for a second that your company is excited to have them on the team.Heres some advice for doing week-one onboarding the right way.Lay the groundwork earlyBefore your new employee even starts, theres a lot you can do to make sure theyre feeling confident about their new path.For example, call them or send a quick email to tell them how glad the team is to have them on board. Use that time to provide an overview of what they can expect on their first day (Were taking you out to lunch so you can get to know everyone.) and during the first week (Theres an all-hands meeting on W ednesday, and itll be a great opportunity for you to learn about the company and department.)Consider sending your new hire any paperwork they can fill out ahead of time so they dont have to spend most of their first day on the job meeting with human resources. Also, forward any work materials they can review in advance so they can get up to speed on their new role and better understand expectations. Include an organizational chart that highlights key people theyll be working with.Dont forget to reach out to your existing staff during this time, too. Update them about the new hires professional background and how they will be contributing to the team.HIRING? WE CAN HELPMake the workspace sparkleEmployers often overlook the importance of making an employees workspace both comfortable and functional. Few things are mora demoralizing than showing up for your first day of work to find the company has done little or nothing to prepare for your arrival.The new hires workspace should be cl ean and stocked with everything needed to get down to business - from basic office supplies to a working phone and computer and a comfortable chair. Make sure all the current documentation for setting up email, voicemail and other work tools is readily available (and easy to understand).Its also good practice to have someone from IT standing by to help troubleshoot any technology issues so the employee doesnt spend their first day waiting to access email or the companys intranet. This simple courtesy also shows the new hire that the company is ready to help them succeed.Set aside some quality timeTaking a new hire to lunch on their first day is a well-known best practice. Also, consider setting up lunches or coffee meetings with people theyll be collaborating with. That will allow them to start forming new work relationships right away.It will also help your current staff to get to know their new colleague. Remember They need to adjust to the change, as well. Making sure everyone h as an opportunity to spend some quality time together during that first week helps promote an inclusive corporate culture.Dont forget to reserve some quality time on your calendar during that first week so you can get to know the employee and discuss their job duties and your expectations. Be available. Be present. Be engaged. Encourage them to come to you with any problems or concerns. Check in regularly to make sure theyre settling in. And touch base with other staff members to get their feedback on how their new colleague is performing and adjusting to the new environment.Give the green light to get workingAnother way to engage your new hire during Week One is to assign a meaningful task or project. That will show youre eager for them to contribute. It will also demonstrate your confidence in their abilities, which can help them feel like they made the right decision to join your firm.Just be careful not overwhelm your new employee. Even the most experienced workers require a lea rning curve. If they need any training, connect them with the necessary resources as soon as possible.Remember First impressions matter. If you want your new employee to stay for the long term, you need to ensure your onboarding process is a positive experience from Day One, through Week One and into the months ahead. Paul McDonald Paul McDonald is senior executive director at Robert Half. He writes and speaks frequently on hiring, workplace and career management topics. Over the course of more than 30 years in the recruiting field, McDonald has advised thousands of company leaders and job seekers on how to hire and get hired.McDonald joined Robert Half in 1984 as a recruiter for financial and accounting professionals in Boston, following a public accounting career with Pric e Waterhouse. In the 1990s, he became president of the Western United States overseeing all of the companys operations in the region. McDonald become senior executive director of Robert Half Management Resources in 2000, and assumed his current role in 2012. He earned a bachelors degree in business administration with a concentration in accounting from St. Bonaventure University in New York.