What is onboarding anyway and why should you care?

Before we even get into this article fully, one of the issues we must look at with onboarding is that companies using the term often mean different things. The Oxford Dictionary definition of onboarding is, ‘The action or process of integrating a new employee into an organisation or familiarising a new customer or client with one’s products or services.’ That gives us two types of onboarding immediately, one for new starters and another for customers. Onboarding customers aims to smooth the first few weeks or months of delivering to new customers, whether that’s training them on your products or helping them to understand your processes; it’s a different proposition from onboarding new employees.

When it comes to new employees, onboarding is often only an exercise in gathering the relevant documents so that the new starter can start and get paid at the end of the month. For other companies it means dragging the person round each department to make introductions and showing them where the fire exits and toilets are. You can see why ‘onboarding’ therefore means so many different things to companies and new employees, and why onboarding experiences are so inconsistent from company to company.

Preboarding vs onboarding

As well as onboarding there is preboarding which the Oxford Dictionary defines as, ‘allow (a particular passenger or group of passengers) to board an aircraft before the rest of the passengers.’ That’s not very helpful in this context, so should we be using preboarding as a term in recruitment at all? Do people understand what we mean when we say it? Lots of companies stay away from ‘onboarding’ and ‘preboarding’, instead calling it ‘employee orientation’ but this sounds like it involves a map and compass. It’s no wonder that there’s confusion out there.

We define preboarding as activities that happen before the first day that the person is on the payroll. You can no longer say it’s when they sit in the office because lots of people work remotely and only visit an office occasionally. Some people are 100% remote and won’t visit an office at all, even at the beginning. You could therefore say that preboarding is before the first day and onboarding goes from the first day up to a date in the future. This again is open to interpretation, as some companies give a day or two, some a few weeks, some 100 days and others six months or more. These multiple definitions and lengths of onboarding time often lead to confusion when companies sit down and try to define what it is they are doing and for how long.

So what is onboarding then?

We’re very clear that onboarding is the period between acceptance of the job offer and the end of the first three months of employment. This takes the new starter on a supported journey from the moment they agree to join to past the point at which a lot of new starters decide to leave early, often because the reality is not living up to the expectation. This period is absolutely critical to ensure that you’re giving new starters the best fighting chance of starting in the first place and then making it through their first three months with the same level of enthusiasm.

When new starters accept the role, they are at their most engaged and yet this is the time where most employers stop communicating with them. They’ve been loved and cared for throughout the recruitment process with regular contact but after they agree to join, they fall into a recruitment black hole that some never come out of. It’s difficult to keep in contact with new starters whilst also trying to keep the recruitment pipeline full, and that’s where an onboarding platform comes in. This is not just about filling in forms though. It’s about giving new starters a structured pathway to their first day and a means of remaining in contact with not just the recruitment team, but their future colleagues as well. It’s a powerful tool in your recruitment arsenal that is much underused and many times not used at all. Leaving new starters to their own devices is not a sensible approach. They’ve been on the market looking for a role and you won’t be the only company they will have looked at. There’s every possibility that they’ll have other offers pending which could come in after they’ve accepted your offer. If you’ve been showing that you care and are keeping in contact, they are much less likely to entertain the other offer. On the other hand, if it’s the other company showing the care and attention, you know very well that it will be harder for them to ignore it.

Why use onboarding?

As well as keeping new starters engaged between acceptance and start date, proper onboarding should take them through to the end of their first three months. This initial period has been shown to be a time of high risk for people leaving the company. There are many reasons for this, ranging from new starters feeling they’ve made a mistake, to a mismatch between the recruitment experience and doing the job. After all, an interview process is a sales process and buyer’s remorse applies just as much.

Onboarding therefore can take the pressure off your recruitment team and the line manager of the new starter. Fast growing companies will be hiring multiple people on an ongoing basis and this is where onboarding at scale starts to make real sense. Using a platform such as Onbrd, you can keep new starters connected and enthused, whilst they learn more about your organisation. Some clients also like to train new starters on core systems, so they can use these tools and systems from day one, rather than taking days or weeks to get up to speed.

Contact us today to discuss how we can help to move your onboarding online and free up valuable resources in your organisation.

Your new starters are feeling neglected, here’s what you can do about it

A black hole has existed in the recruitment process for many years. It’s something that isn’t generally recognised, but most of us have been on the end of it as candidates and are guilty of perpetuating it as recruiters and hiring managers. This is the period in between acceptance and start date. In this article we look at ways to tackle this recruitment black hole and grow your recruitment pipeline in the process.

Keep the door open

This might seem obvious and simplistic, but keeping the door open during the period in between acceptance and start date is a sure way to build trust and rapport with your new starters. They’ll always have questions to ask and things they want to find out about before they start. Some of the questions can be covered in FAQs, but there will be some you haven’t thought of. Letting candidates know that they are able to ask questions, and that there are no ‘stupid questions’ will put them at ease and keep them engaged. It shows that you care and you are bothered about their employee experience, which starts from the moment they apply to your open role. It’s a fact that many employers leave new starters to their own devices during the period before they start, or they let them fall through the cracks between the hiring manager and the recruitment team. This period is so often clunky and difficult to navigate that candidates may well be tempted away to other employers who have a slick process. Keeping the door open and providing a named contact will keep your new starters on side.

Interview current employees

You already have all you need in order to find out what works and what doesn’t in your recruitment process; your current employees. If you’re not spending time with them and finding out what they liked and disliked about your process, then you are missing out on some critical information. Set up interviews with people who have just joined, those who have been through the initial onboarding period (4 weeks) and those who have completed three months. You’ll get so much information from this which can be fed back into the process and used to make improvements. Honesty is key here, you need people to give you every detail and not to hold back for fear of upsetting someone. Equally you need to make sure they are aware that a completely honest and open assessment is what is required. Once you have sufficient data, assemble your team and work through the changes that are needed. You will improve your hiring ratios and candidates will start to learn that you are an employer that takes care with their new hires. This will attract further candidates into your pipeline.

Meet ups with staff

Allowing new starters to meet with existing staff is generally a good way to integrate people into the new organisation. They’ll be able to ask questions, get to know people and have a greater understanding of the culture before they start on their first day. This is best done in a social setting, as new starters and existing staff will still have their day jobs to do and you wouldn’t want to put the new starter in a difficult position. A meet up after work one evening is a non-confrontational setting where people can get to know each other. This can be done offsite but is often better done in the office itself. Get some food in and make it into a social thing. Obviously inviting all new starters is better here rather than individuals who might feel overwhelmed meeting everyone on their own.

Onboarding platform

The best possible way to keep new starters engaged during the onboarding period is to give them a login to your onboarding platform. As soon as they accept the role, they should be sent a login where the journey to their first day begins. We take things a bit further and use the platform to guide them to the end of their first three months in the role, adding modules as they progress. This is a great way to keep people close and give them some of the knowledge they’ll need upfront, rather than dumping huge amounts of information on them in their first couple of weeks in the role. It’s well known that a third of new hires will leave within the first six months. There are going to be several potential reasons for this, from a mismatch in expectations to a dislike for the culture. One thing is for sure though, guiding people to their first day and not overwhelming them with information is a much better approach than what happens currently.

Do something!

The one thing you can’t do is to do nothing. The black hole between acceptance and start date is a common problem that is relatively easy to solve with a bit of effort and the right tools. This is an opportunity to both differentiate your organisation from the competition and to realise a quicker return on investment in recruitment, as motivated, informed and enthusiastic new starters start to pour into the organisation. These are of course preferable to uninformed, ‘rabbit in the headlights’ new starters who eat up resources and money as they get up to speed in their first few weeks.

Let’s say you are hiring customer service specialists. What would it mean if the new person already knew how to use the phone system on their first day? How many hours would it save not having to train them? How many of these people do you hire every year? Does this time saving add up to hundreds of hours or thousands? What would that mean for productivity and the bottom line? An onboarding platform such as Onbrd can help you to maximise your return on investment and improve productivity. Contact us today to learn more.

5 reasons why your onboarding should start when someone accepts the role

Onboarding often means different things to different people. It can be a transactional ‘box ticking’ exercise where bank details and other information are gathered from the new starter. It can mean the learning that happens in the first week. It can mean what happens only on the first day. To us, onboarding is an amazing opportunity to keep engagement high and enthuse your new starters whilst they are waiting to start at your organisation. It’s a huge missed opportunity if candidates are left to their own devices during this time. Here’s why.

Engagement levels need to be kept high

There’s no time other time in the entire recruitment process that candidates are more engaged than when they have just accepted the role. You’ve spent a lot of time screening candidates, arranging interviews, conducting interviews and making offers. All the while you’ve been taking candidates on a journey towards choosing you as their preferred option for their next role. They might have been dreaming about working for you for years, and at the very least they will have built up to the point at which you pop the question and they say yes. It’s easy to see this journey as a process, the recruitment process, but there’s more going on here. Your employer brand, the culture, the office and the people have all made a positive impression on the candidate to get to this point. This is where so many companies fall down by not putting in place an onboarding journey. Keep engagement levels high and you’ll stand a much better chance of welcoming a motivated new starter on day one.

They are at risk of being poached

When a candidate goes out to find a new role, they don’t just apply for one job. Some will apply for 20, some 40 and some over 100 before they find the right one. All this effort generates momentum and this doesn’t stop automatically after they accept an offer. Their CV is still on job databases, their details are still with recruiters and they may well have other offers on the table at this point. Although they have given you a vote of confidence by accepting your role, there’s still a great risk that they’ll be courted by other opportunities and may even go elsewhere. What can you do about this? Giving your candidates a login to your own branded onboarding platform at the point they accept the offer will be an enormous incentive for them to ignore other opportunities and offers should they arise.

Once they start using the platform, learning about the company and meeting their future co-workers, they’ll start to feel a part of the organisation and won’t want to look elsewhere. Keep them occupied and engaged from acceptance to start date and you’ll reap the benefits.

They’ll be better employees in the long run

There has been plenty of research to show that a third of new starters will leave the organisation in the first six months. There’s no doubt that some of these cases will be down to mismatched expectations and low levels of engagement. If you’re seeing more than a handful of these then it’s time to look at your recruitment process and who is involved. After the first day though and into the first few weeks, the focus shifts to an issue inside the organisation and this could well be the way that people are onboarded. The default position in a lot of companies seems to be to dump an enormous amount of information on people in their first couple of weeks and expect them to absorb it all without missing a beat. This is very unlikely to be successful and may end up in a few people throwing in the towel because they feel they’ve made a mistake and they’ll never settle.

The alternative to this is to use onboarding to spread out the information that new starters are exposed to and to support them in their first weeks and months. The onboarding period is a unique time for an employee and it starts from acceptance and continues into their first 100 days. For some professions it can take a year for people to feel fully settled and being able to demonstrate a return on the investment you’ve made in them. This transitionary period can be greatly reduced by onboarding and supporting people.

You need to protect your investment so far

As we’ve mentioned, you have made a significant investment in your recruitment efforts to this point and if that person doesn’t start or walks out after week four, then you’ve lost that money forever. Studies show that it costs around £30,000 to replace an employee when time, recruitment fees and lost opportunity costs are factored in. Can you really afford to let even one person quit early after all that work and investment in hiring them? Let’s imagine that five people quit early, that’s a loss of £150,000 to the business. These are very large numbers but they’re often not tracked because many of the costs are ‘hidden’ such as lost opportunity cost. If you hire a salesperson and they underperform for three months before quitting, how much would that cost your business? Probably more than £30,000.

Onboarding makes sense because it acts as an insurance policy against these losses. The more people you onboard properly, the more likely they are to start in the first place and stick around longer.

They’re more likely to recommend you to others

Happy employees result in recommendations for other candidates to join the organisation. It makes sense to ask for referrals because you’re likely to get a similar grade of candidate to the one you have already hired. This is where onboarding can deliver a double benefit. Not only will you delight your new starters in waiting, but you’re more likely to get referrals from those people. Engagement is so high at the point of acceptance that they’ll be telling all their friends about it. If they’ve just been given a login to your onboarding platform, they’re even more likely to talk about it, which will again result in referrals.

Contact us today and we’ll get your onboarding up and running and keep your new starter engagement high.

Proper onboarding will bring you more high quality candidates

You’re probably well aware of the recruitment and onboarding statistics around new hires. One third of new hires will leave your organisation within 6 months, meaning that you’re constantly battling to keep the candidate pipeline full. It’s a bit disheartening to know that one in three of the people you are working so hard to hire will be elsewhere in a few months. What can be done though to reduce this wastage? One approach is to streamline the recruitment process to make it as easy as possible for people to go through it. Another is to train your managers in interviewing skills. After all, better and more accurate hiring decisions will lead to a closer fit between candidate, role and culture.

The onboarding process can make a huge difference in employee retention because it addresses a clear gap in the employee lifecycle. It’s probably the only time when companies ‘ignore’ their people. At the point at which someone accepts a role, they are at their most engaged. This should be the time, therefore, to hammer home the reasons they agreed to join in the first place. There’s an additional benefit to proper onboarding though, which is a greater flow of candidates into your pipeline. Let’s look at the some of the reasons for this.

Happy candidates will spread the word

With a reputation for treating people well, you’ll benefit from the positive feelings this gives to new starters. We all like to feel that our decisions were the right ones to take, so when new starters go through a proper onboarding process and feel more informed and capable, they’ll spread the word on your behalf. It’s inevitable that people will ask how their first few weeks in the job are going, but it’s rare for anyone to be pre-boarded and to start experiencing the difference in your process before their first day. It shows that you care, and your new starters’ friends will be intrigued and impressed at your approach. The recruitment pages on your website can only go so far in attracting candidates. Hearing how great your process is and how you look after candidates will bring people to your door quicker than any other attraction strategy.

Your satisfaction scores will go up

A vital measure of how you are doing in your recruitment efforts, apart from the actual number of hires, is the satisfaction scores your new starters give your process after they’ve joined. It’s important to keep track of these scores as they give you a snapshot of how candidates have perceived their experience. Clearly if you’re picking people up at acceptance stage and giving them a login to your onboarding platform, then your overall candidate experience will be seen more favourably and engagement levels kept high.

Online reviews will improve

People are going to write reviews about your organisation whether you like it or not. From existing and ex-employees to people you have interviewed. They’ll write about you on platforms such as Glassdoor and they’ll also post on Facebook, Instagram, Twitter and any other social media platform they feel like using. All of these posts can be surfaced when candidates search for information before applying for a job with you. You can’t stop these from happening so the only thing you can do is to make sure your candidate experience is the best it can be.

The time in between acceptance and start date is a huge missed opportunity for most companies, because they don’t keep candidates engaged during this time. Imagine how much better your engagement would be if you were able to say to candidates at the point of acceptance, ‘here’s your login for our onboarding platform.’ You can then relax knowing that they’ll be guided towards their first day with your own content set out in a logical and engaging way. With higher levels of engagement, candidates are much more likely to enjoy the lead-in to their first day and won’t be motivated to leave negative feedback online. With a better overall experience, any reviews left online will be more positive. Another thing to note is that onboarding platforms such as Onbrd give new starters the opportunity to engage with you directly so they’re unlikely to feel neglected and go looking for somewhere to post online about it.

You’ll get more referrals

Most companies use employee referrals to get more candidates into the pipeline. It’s cheaper than using recruitment companies and can be more accurate, especially around cultural fit. The one thing about referrals though is that existing employees have to feel confident in recommending your organisation to their friends and business contacts. They won’t give you referrals if they’ve had a bad experience. A lot of this is about their enjoyment of the role and the culture once they have worked there for a while, but a more positive onboarding experience leads to greater satisfaction overall, so it makes sense to put a proper onboarding process in place.

What do we mean by onboarding?

For us, onboarding is the period from acceptance to the end of the first three months in the new role. Typically, candidates are highly engaged throughout the recruitment process and especially so at the point of acceptance of the role. This unfortunately is the time when a lot of companies drop the ball. It isn’t easy to keep the engagement up when you’ve got other candidates to interview, offers to get out and all the other things that need to be done to keep candidates flowing into the business.

An onboarding platform such as Onbrd plugs the gap between acceptance and start date by guiding candidates through this period with timely information, training and contact with relevant people. It’s a proven way to keep engagement levels high and help people to quickly settle in on their first day and beyond. Talk to us today about how we can help you to crack the onboarding issue.

Here’s why taking a blended approach to onboarding is the way forward

Before we get into the main part of this article, we’re assuming that you’re sold on the idea of putting a proper onboarding process in place. Onboarding new starters consistently is the best way to keep engagement levels high between acceptance and start date, ease people into your organisation and lower the requirement for busy managers to onboard people when they’ve already got too much to do.

It’s important that you commit to onboarding properly because it isn’t something you can do half-heartedly. You can’t throw a PowerPoint deck online and send new starters a link. You shouldn’t onboard by email only, people don’t read them, that’s if they get them at all, what with spam filters and junk folders to contend with.

Once they’ve accepted the role, giving new starters a login to your bespoke, company branded onboarding platform with all your own content is the only way to control the onboarding process and the quality of content that new starters will see.

At Lawford Knight, we build onboarding platforms under our Onbrd brand. Lawford Knight is a training company with experience in delivering large change and transformation programmes for some of the world’s top companies. When you put this experience together with our deep understanding of the recruitment process, the result is a powerful approach to bringing new starters into your organisation whilst carrying on the good work you’ve done throughout the recruitment process. But what does this have to do with blended learning? Let’s cover that now.

Blended learning is more effective than either eLearning or classroom

Several studies have shown that taking a blended approach to learning and development is more effective than using either eLearning or classroom in isolation. But why is this? Part of the reason is that there are more learning ‘touchpoints’ for learners to engage with. Taking one eLearning course is great, but what happens after? Following up an eLearning course with an online virtual session to reinforce learning is more powerful and effective because it allows you to go over the key points again and answer any questions the learners may have. They’ve been exposed to the learning twice now and they’ve been able to clarify any points they might have misunderstood. You can see already how this can be more effective.

Blended learning in the onboarding process

Traditional onboarding, if done at all, usually takes the form of a company induction where lots of new starters are stuck in a room and subjected to ‘death by PowerPoint’ for a whole day. This is definitely not useful, partly because it’s information overload and also because most of that knowledge will be gone within two weeks. It’s all very well telling people in a presentation that you’re a forward-thinking company with strong values, but after the third presentation of the day, your new starters will be looking out of the window and wishing for the fire alarm to go off.

Using an onboarding platform and taking a blended approach spreads the learning out over a longer period, makes it more engaging and interesting, and reinforces the learning for longer retention. It’s a no brainer when you actually take a step back and think of the sort of experience that you could be offering your new starters.

How can blended learning be applied to onboarding?

In basic terms, blended learning is a mix of online and offline methods. In reality it’s far more than that, but it’s a good starting point to think of it in those terms. Using Onbrd, your new starters are given a login to their onboarding journey when they accept the role. Depending on their notice period and the time before their start date, they’ll be on a specific structured pathway to their first day. Rather than just throwing slide decks at them in a portal, we design and develop deliberate modules in a logical sequence that meet your onboarding objectives and keep new starters highly engaged. Because we’re also a training company, we’re also very at home designing, developing and if needed, delivering offline or virtual blended elements as well.

Offline elements can be face to face meet ups or events to bring new starters together during their onboarding period. The more likely scenario, especially if the notice period is short, is a virtual ‘meet up’ where new starters join an online live event at which they can interact, ask questions and meet some of their future co-workers. This is an opportunity for people to learn more about the company culture and for you to top-up their engagement levels by sharing some company news or important updates. Making people feel a part of the organisation before they’ve started is powerful and hugely beneficial. If for any reason they are wavering in their decision to join, these events will bring them right back to where they were when they accepted the role, highly engaged and enthusiastic.

Tailor the experience for the onboarding period

The onboarding journey should keep engagement levels up and provide enough information to new starters without becoming onerous. The Onbrd platform can cater for many different types of new starter, all with their own onboarding journey. People on three months’ notice can be onboarded as well as temporary people who are joining the next day. Make sure that the journey is relevant, sets the right tone and will make the onboarding experience a pleasant and straightforward one. We work closely with clients to build both the platform and the content to ensure a smooth transition from new hire to first day and beyond. Contact us to discuss how we can supercharge your onboarding.

Planning to hire temporary Christmas staff? Read this first

Hiring a large number of people quickly such as Christmas staff can be a very painful process.  Onboarding them can be even more of a nightmare without the proper planning, especially if they’ll be working at distributed locations. Keeping onboarding consistent and of a high quality can be an almost impossible task. You can’t be everywhere right? It doesn’t have to be this way though.

With a proper onboarding plan, and a platform to support you, onboarding temporary staff can be a straightforward process that won’t ruin your own Christmas. Here are our top tips for seasonal onboarding.

Plan ahead

You should be thinking now about bringing new people into the organisation for the Christmas period and how you will onboard them efficiently and effectively with the minimum of fuss for you and them. Planning ahead will save you a lot of headaches as you move closer to the time at which these people will be required to come in and work. There are multiple tools available now for planning from Microsoft Project to task board type apps such as Asana. These will help you plan how you’re going to bring these people into the organisation. Work out the number of locations where temporary people are needed and how you’re going to onboard them, with any different needs also mapped out. Plan all of this out in a project management tool, make it clear to everyone in your team and then stick to the plan.

Map out the journey

Temporary staff will have lower loyalty to you than permanent staff. They’ll typically have been through a shorter interview process and they will certainly look at the opportunity to work for you differently from a permanent member of staff. You therefore need to make sure that your onboarding process is as slick and efficient as possible to avoid these people dropping you for another opportunity over the Christmas period.

Planning out the process will ensure that you don’t encounter any problems later on when you’re actually trying to bring people into the organisation. This will be the last thing you’ll need when you’re working at volume and scale. What you need to consider here is the recruitment and onboarding journey these people will go through. Look at it from their point of view and all of the touch points on their journey into the organisation. Make sure that journey is as smooth as possible. Getting them all down in a process flow document will help to envision the journey and set you up for the next thing you need to consider, content.

Plan the content

Once you understand the journey you’ll be able to start putting together ideas for the content. The more they know about the organisation, what you’re trying to achieve, and what’s required of them over the busy Christmas period, the better they’ll be when they start on their first day. Keep in mind that your customers are likely to be coming in more over the Christmas period than at any other time, so putting ill-equipped and uninformed people in customer facing roles may be detrimental to your brand. A good starting point in onboarding is to educate your new starters about the company, its values, its history, and what it’s trying to achieve, so that on day one, new starters are bought in to what you’re trying to achieve.

Creating or curating the content

Once you’ve decided upon the journey and the sort of content you want to put in front of your new starters, it’s time to get it created or to curate what already exists. We would suggest grouping content together under module titles, so that you can start to build up your content library you eventually want to put in front of your new starters. If there’s content that you can’t create in-house, now’s the time to be talking to external suppliers so that you’re not caught out when the content needs to be made available. You’ll need to allow plenty of time for testing as well, so build this into your plan.

It terms of the content that works best, video is a great way to get new starters up to speed quickly and to show them and tell them how you’d like them to work and interact with customers. Keep in mind that temporary staff may not have a huge onboarding period, it could be a matter of days or hours before they actually walk in and start working, so you can’t be putting three or four hour courses in front of people. Keep the content as succinct and relevant as possible, while still ensuring that the message gets home. You will no doubt do some in-person onboarding on the first actual work day, so treat this online onboarding phase as an opportunity to make the face to face onboarding much more relevant and impactful.

The platform

You’re unlikely to want to open your learning management system to external people who haven’t started yet, especially as these are temporary staff who may only be with your organisation for a few days or weeks. It therefore doesn’t make sense to have to use your learning management system with all the licencing and security considerations this entails.

On onboarding platform such as Onbrd can help you to manage the onboarding of people on a temporary basis because it’s external from your company systems and infrastructure. As far as the new starter is concerned it is in your company branding and the look and feel is exactly the same.

The Onbrd platform is particularly suited to video and elearning content including Storyline and Articulate modules that can quickly get your key messages across while still keeping people engaged and enthused. What’s even better is that everything is trackable so you can tell when people have completed their onboarding, or if they haven’t. If there are any particular health and safety or other requirements to be met before people are allowed to start, these can be taken care of through quizzes with pass or fail marks.

You may be asking if an onboarding platform is needed at all. The reality is that emailing PDFs or other content out to new starters won’t cut it anymore, particularly as companies are waking up to the fact that onboarding is critically important to bringing new starters into the organisation. Don’t let your competitors steal your temporary staff away simply by having a better and more user-friendly onboarding process.

One of the most important factors is to make the platform and the content mobile enabled so your new starters can consume the content on their mobile devices. This also needs careful planning as screen ‘real estate’ definitely matters. With video and elearning content, don’t produce content that only works on large laptop or desktop screens because as people consume it on their mobile devices, they will become frustrated and disengaged.

Summary

Now is the time to think about planning the onboarding journey and content for seasonal Christmas workers. You’ll reap the rewards by taking this approach when your new starters are fully up to speed and enthusiastic on their first day on the job. Your customers won’t know the difference between a temporary member of staff and a permanent member of staff, and your managers will thank you for making their lives a lot less hectic and stressful.

To discuss onboarding requirements for temporary or permanent staff, whether seasonal or not, contact us today for a chat.

5 more mistakes most companies make in their onboarding process

Bringing new starters into your organisation is the final, but most important, part of the recruitment process. You’ve done all the hard work writing ads, filtering applications, arranging and conducting interviews, narrowing down the shortlist and finally making offers. During this time, you’ve taken candidates on a journey as they’ve learned about your company, its culture and aspirations, and they’ve bought into your vision and accepted your offer. This is where it so often goes wrong. All that hard work and build-up of good will is eroded in between acceptance and start date. Here are the 5 key mistakes that most companies make in their onboarding.

They don’t onboard at all

This is an obvious one but having no onboarding at all is a big mistake. Candidates, especially these days, are looking for an overall experience throughout the recruitment process. The process works both ways, and you have to convince the candidate to join your company over the others out there. Effectively cutting off contact after the candidate has accepted the role is no longer appropriate. The more your competitors streamline their onboarding, the more you’ll look less attractive to candidates if you don’t offer this as well. Having a robust onboarding process is a big plus point and you can use this to further confirm in the candidate’s mind that they’ve made the right decision. You can also use this in the attraction phase as a selling point for candidates.

They onboard inconsistently

Inconsistent onboarding is almost as bad as no onboarding. If you’re allowing random employees to conduct parts of the onboarding, because they’re available when the usual person isn’t, this will damage the experience. People who are not familiar with what’s required should be kept away from the process. The worst case is that a bad onboarding experience may make candidates decide not to join after all, but that doesn’t mean you shouldn’t undertake onboarding. You can design and deliver a brilliant onboarding experience without relying on specific people to deliver content. Most of this can be done online and we always recommend having some form of face to face or virtual session. This virtual session can be delivered by an outsourced partner whose job it is to deliver consistently good sessions as part of their contract.

They wait until the first day

There’s a lot of discussion generally as to when onboarding should commence. We believe that it should start on acceptance, when engagement is at its highest. This is the very best time to lock your new starters in and guide them into their first days at the company. Waiting until the first day, commonly known as the ‘company induction’ is a mistake and a massive missed opportunity. Candidates are generally looking at several opportunities when they’re on the market and looking for a new role. Just because they’ve accepted your offer it doesn’t mean they kill off the other opportunities. You can guarantee that other recruiters are still trying to get them to ‘keep their options open’ right up until they walk in on their first day. Recruiters are trying to make a fee and they don’t care about your role, they care about getting the best candidates for their own clients. Don’t wait until the first day and then throw enormous amounts of information at your new starter, overwhelming them before they’ve got their feet under the table. Drip feed this content to them during their notice period and they’ll arrive enthused and engaged. Most importantly they’ll avoid that first week overwhelm.

They use out of date materials

Often in company inductions, the material is owned by L&D and the business. As a result, it can become out of date with no clear owner in the frame responsible for updating it. Another common scenario is throwing lots of presentations together into one induction pack because it’s already there. The problem with this approach is that it doesn’t make sense to the new starter. At the very least an induction or onboarding programme should be designed from the point of view of the new starter, not to save the company time by using materials that already exist. An online onboarding process with proper eLearning content and the ability to interact with other new starters is a rich, deliberate experience that will keep engagement levels high.

They don’t involve existing employees

Your existing employees are probably the best people to sell the company to new starters and get them really enthused. Using the Onbrd platform, new starters can not only learn about the company but they can also have a virtual ‘buddy’ there to answer questions and make them feel at home before they’ve actually started. This is powerful stuff. Every new starter, no matter how confident, has ‘silly’ questions they want the answers to. Things like, ‘Can I bring my bike to work?’, ‘What time to people generally start?’, or ‘What’s the dress code?’, are all things that we want to know, but don’t feel confident phoning up and asking recruitment or HR about. Using the social elements of Onbrd, new starters can ask their buddy in a message, or check the FAQs. It’s a nice way of imparting this information and keeping people feeling like they matter.

Here’s why onboarding your recruitment partners is a smart idea

To be clear from the outset, yes we are suggesting that you onboard your recruitment partners before they start working on your jobs. It might be something you’ve never considered, but it makes perfect sense when you think about what’s at stake, your company reputation. Read on to find out why this is something you should instigate now.

Your reputation is valuable and should be protected

When you contract with an external recruitment firm, you are effectively asking them to become an extension of your company’s brand. Everything they say and do from that point onwards is ultimately a reflection of your company, its brand and what it stands for.

How much time do you think recruiters spend researching your company, its culture and key messages? Probably not as much as you would like. As soon as recruiters start making calls to candidates, they will be talking about your company and trying to convince candidates that it’s a good idea to apply for your open roles. But where are they getting their key points from? Your website? Or do you provide a ‘cheat sheet’ so you can be sure that what is being said is correct and as you would like it? Your reputation needs to be protected and the only way to do that is to put all your recruitment partners through a ‘mini-induction’ so they are aware of what, and what not, to say.

You’ll get candidates more quickly

When your recruitment partners are fully informed about your brand, they can go out into the market with confidence knowing that they’re giving out the right signals and pushing candidates’ hot buttons with the right information. You can leave recruiters to find this information out through trial and error, but why leave it to chance when you can take control and make sure that they are well informed and ready to get out there?

Forcing your recruiters to find out for themselves will only lead to longer ‘time to competency’ which means the flow of candidates will take longer to materialise.

Candidates will be a better fit from the outset

There’s always a period of ‘bedding in’ with a new supplier relationship, when they are testing the water and sending a range of candidates to find out what will stick and what won’t. This process can be shortened drastically if your recruiters are properly onboarded before they go out to market.

Using a structured onboarding approach, you can describe your ideal candidates and demonstrate this through interactive content that will really get the recruiters engaged and educated on what to look for. You could even include interviews with some of your top performers so that they can tell their own story and give a sense of the skills and attributes needed for success at your company.

Your candidates will have a better experience

Remember we said at the beginning that your reputation is on the line and the recruiters are an extension of your brand? Letting a recruiter loose in the market with little or no knowledge of what they’re really looking for can lead to candidates wasting their own time and yours. The candidate experience is very much something that you need to influence to make it as seamless and professional as possible. This starts with approaching the right people and not wasting the time of candidates who were never right to start with. Even though you may think that a bad experience reflects only on the recruiter, it also reflects on you because you partnered with that recruiter in the first place.

You don’t have to search the internet for very long to discover some pretty bad stories that candidates are only too happy to share for all to see. We don’t know whether a bad ‘review’ will stop other candidates from applying to your company, but we do know that candidates are definitely doing their research before applying so they could easily come across posts about bad experiences.

Onboarding your recruiters properly will ensure that they can give candidates the best experience, so whether they come to you through a partner, or direct, they are still getting a consistently good service.

Your internal recruitment team will thank you

Your own recruiters have to spend time briefing recruiters and answering questions at the beginning of a new supplier relationship. They’ll be delighted when you roll out your new supplier onboarding platform because this will free up a lot of their time in answering the inevitable questions that will arise whilst your new suppliers get up to speed. Additionally, they’ll receive less CVs and what they do receive will be more targeted due to the upfront education you’ve given your suppliers.

How can you achieve this?

The Onbrd solution is bespoke to your company, in your company branding and using either your own content, content we produce for you or a mix of the two. We’re able to onboard your new starters and/or your recruitment suppliers. Once the platform and the content are in place, you can send your new starters and suppliers there to learn all about your company. This journey and content are built to your exact requirements, so you have control over what is said and the key messages you want to get across. Contact us to find out how we can help you to supercharge your onboarding today.

5 Mistakes Most Companies Make In Their Hiring Process

As we alluded to previously, the recruitment game definitely isn’t a cheap one. Yes it’s a great investment if you get it right, but frighteningly more expensive if you don’t. A vacant role can be equally expensive though, so how do we make sure it’s our expertise doing the hiring, and not the panic of us getting a bum on a seat?

It would be very easy to almost fall apart at the mere thought of how much is involved in attracting and securing the right candidates. VERY easy!

But – don’t worry – we have your back and have put together some of the most common mistakes we see (besides rushing!) to help you avoid them in your own process…

There Are Gaps In The Hiring Process

It can’t be emphasised enough that you need a super clear hiring process. It is the stake in the ground amidst any uncertainty. Maybe you have new managers doing the recruiting? They’ll not yet be intimate with the needs of the team. Maybe you’re recruiting a brand new team? There will still be consistent requirements across the organisation which all recruits will need to meet. In addition to that, the needs of one team may differ wildly from those of another, so a clear outline of criteria is going to be essential. 

Most businesses need to evolve and shift to keep up with or ahead of business trends and industry changes. Without a clear hiring brief to fit within this, your expectations and standards of recruits will be unstable and much harder to unify. It creates guesswork and magnifies the opportunity to get it wrong.

Hiring Personality Over Competence

This is such a big one! And understandably so as let’s face it – someone who is enjoyable within their interview is far more tempting than someone who took a while to warm up. This is another reason why a clear hiring process is so important. By all means gauge how sociable your prospect is if they are going to work within a team, but really drill down on the technical or knowledge requirements of their role.

Ask plenty of role specific questions and pay attention to their cues and body language while they answer – do they look and feel like they are confident when they get closer to their subject matter?

Obviously allow for nerves – if you’re offering a great job opportunity, your prospect will really want this so the pressure may come through. If this is the case trying to slow the interview down a little to calm their nerves will make it much easier to get a real feel for the level of expertise your candidate has. If you really are not sure, don’t make a snap decision – invite the strongest contenders back for an extra interview. It may feel awkward but it could save you a lot of money in the long run!

References Are Not Used Enough

This is one highly underused resource. For two reasons…

One is that it’s the age old way of endorsing your candidates. Asking another person who’s previously sought exactly what you’re currently looking for from this person is a no brainer right? You’ll be amazed how many people skip this step though! It’s actual, real time information on your potential recruit – the next best thing or the worst thing ever? This is insight so why not use it? Yes it may slow things down while you wait for the references to come in, but it’s confirmation of what you think something is and in the recruitment world that is gold dust.

Another aspect of references which is sometimes overlooked, is that if you seek references from old team members and colleagues too – it’s not only insight on whether your prospect is suitable for the role, but it’s valuable information on how you can support them too.  By the time you’ve dealt with a few previous colleagues, you’ll have built up a clear picture of their previous working environment. If you know that they were happy in their last role and your values and practices are similar to those they are already used to, this is useful information. Conversely if you differ from this, you’ll know to be mindful that they may need a little more bedding in to settle in with you. Either way – the references hold the clues.

Keep Your Numbers Down

It may be great to feel like you have a barrage of interested candidates, but we promise you – before long they will all start to merge into one if you have too many. Each person you interview will potentially have strengths which you love, so it’s only a matter of time before your brain starts to pop at how to make a decision. 

A defined filtration process will help you to narrow down the really strong candidates. Be very clear on what you are looking for and stick to it – this will help you to limit the numbers to only leave the creme de la creme by the time you’re at the second interview stage. Introducing a 10 minute telephone interview for instance would really help to speed up the recruitment process by eliminating the non starters earlier on. Take a good look at your process to see where you could introduce any opportunities to reduce your numbers, as this will allow you to really invest your time on the quality candidates who get to the final stages.

It’s Not Always Good To Talk

You know that infamous analogy – you have one mouth and two ears so use them in proportion. This is so true during the recruitment process. Think of yourself as a detective as there are always clues within any engagement – whether it’s written, verbal or in person – the ability to pay close attention is possibly one of the best tools in your recruitment arsenal. 

If you are talking more than your candidates, you’re creating gaping holes in the information available to you. Your potential recruits are walking files rammed full of all the information you need to be able to make an informed choice. Let them open their files – share their information. Give them the information they need as a brief introduction in an interview for instance, but then pay attention to the balance of air time making sure they are given the opportunities to speak and engage.

Has that helped at all? If you are having any problems or need any advice on recruiting at all, we’d love to hear from you. Once you’ve identified your perfect candidates, you’ll want to offer them the very best start that you possibly can too, which is where a great onboarding system really helps. Get in touch if you’d like to explore just how easy it is to tailor ONBRD to your exact needs – let’s just say it’s far easier than recruiting!

Why Letting Random Managers Run Your Inductions Is A Terrible Idea

We previously shared how expensive it can be to source your new recruits – you can easily kiss goodbye to over £20k per recruit in the process.

But it’s not all doom and gloom – if you have done your job well, this will be a great investment in your organisation. It’s almost a given in an established organisation that part of ‘bedding-in’ will include a structured induction – particularly if recruitment is an ongoing process at scale.

Often being run over one or two full days, induction courses are one way of introducing your new recruits to the cultures, values and motivations within your company. Ideally there would be some pre-boarding, on a platform such as Onbrd. This bridges the gap in between acceptance and start date, keeping your new recruits engaged and excited during this typically quiet time. They can also learn a lot before they even walk through the door, thereby avoiding ‘first week overwhelm’ which is all too common as they are bombarded with new faces and processes leading to information overload.

This pre-boarding approach also makes the actual face-to-face elements of the induction much more meaningful because they’ll already know a lot of information about the company, and the new information they’ll learn will also make more sense.

In a busy organisation though, face-to-face inductions can tie up valuable knowledge and resources, as well as be vastly different in terms of quality, mainly because they are not always presented by people who know their subject. Managers are often hastily asked to present if someone else has more pressing client work to attend to that day.

Here are some other reasons why your inductions need proper planning and resourcing.

Depth of Knowledge Is Shallow

If you’ve needed to recruit for a specialised role in any way, your new candidate is likely to have a specific role and team they’re about to work within. There will definitely be questions in relation to their new role which a non-specific manager won’t be able to answer.

This would be okay for a few questions maximum, but any more than this and your new recruit will equate the lack of specific answers to a poorly run induction overall. Worst case scenario, they’ll tar the whole company with this brush as this will be part of their early impression of how things are done. Not a good start for your £20k+ investment.

The Branding Message Is Third Party

If you are outsourcing your face-to-face inductions, this could be detrimental towards the perception of your brand if the company you are using is not up to scratch. Conveying a message as someone who already lives and works within the culture of the brand, is a very different experience to learning the bullet points of it for a presentation.

Remember that your brand isn’t just your logos and mission statement. It’s your entire approach – it’s your company’s flag and how you all collectively fly it and someone else trying to fly it for you risks key values being lost in that process. They can only communicate their own version of it so you can only hope that their perception is correct, given that they will be part of your new recruit’s first impressions of your company. If you’re outsourcing the face-to-face element of your induction, choose carefully.

The Communication Of Core Values Is Diluted

The core values of your business are its cornerstones. You can teach people how to process their admin or make sure everyone is paid on time by payroll, but there is so much more to a business than its functional duties. This is the whole point of the induction days – to communicate to fresh employees the behaviours you’d like them to adopt.

Whether that’s for the business as a whole, or individual teams, there will be bespoke approaches which if learned well, will really facilitate your new faces fitting in. Put the wrong manager at the helm of that mission, one who doesn’t understand the objectives of the induction, and you’re seriously diluting the importance of these behavioural foundations.

You Can’t Replicate Your Passion

Think of your brand as a proud mum would think of her child. Bear with us here… Mum has nurtured her child, she’s worked out exactly what they need and what the family stands for. Fast forward a few years and the child is thriving and doing amazingly well at school – she’s super proud that all the love and effort are really paying off.

She’s been sharing with her close friends and family how much she adores her child and her passion is evident when she talks about them. Now imagine we’ve taken the mum out of the equation, and someone else is telling these stories. Will they bring the same passion? Will they care as much? Probably not, but with the right background information and appreciation for why the child is so special, they might be able to get close. If they’ve been pulled into the induction at the last minute without even knowing what they are there to achieve though, it’s going to fall flat.

As you can see, your company induction has a lot of pressure on it to get your new recruits off to a flying start. This is where Onbrd can really help. By tailoring your onboarding processes to fit your new recruits needs, you can be sure you know exactly what they are being trained on. And because Onbrd can cater for many different types of new starter in the same platform, you can keep complete control of the pre-boarding and induction phases.

Contact us for a no obligation chat about how we can help to supercharge your onboarding.

Here’s Why No-One Learns Anything About Your Company From Your Website

As soon as your new starters know they’ve been successful with their new role, they’ll be super motivated to find out more about your company. There will be questions they hadn’t asked in their interviews, their friends and family may be asking questions that they can’t answer, and they’ll naturally want to know more about their new employer – you know how it goes.

So, after they’ve finished trawling Google with the finest of tooth combs, they jump back onto your website, only for it to fall far short of the answers they are now looking for.

Here’s why they won’t learn anything from your website…

There’s Nothing New On There…

Before being offered their new role with you, your new starter is already likely to have done their due diligence. Prior to their interview they’ll have wanted to be as current as possible with the latest news on your company, its history as well as where it’s going.

Unless you’ve suddenly uploaded entirely new website content, there isn’t going to be anything on your website which they hadn’t already digested. There’s also unlikely to be much on there that isn’t in the public domain, so in terms of really fulfilling the information needs of imminent new starters, your website wouldn’t get the job.

This is where Onbrd makes a huge difference to really connect you to your new starter while their motivation to learn is so high.

You’ll be able to provide all of the information your new recruits are likely to be interested in, based upon what you’ve learnt from the needs of previous new starters. Having all of this in one useful place specifically for them feels so much more inclusive than the limitations of a publicly available website.

You Won’t Want To Expose Your Company Information…

The alternative to a publicly available website is giving internal access to your website or intranet for your new recruits. This will give them the pertinent information to answer their questions before their first day, providing you have tailored some content specifically for that audience.

The downside to this is that openly offering your company information before your new starter has set foot through your door puts you at risk. Not all new starters actually start, so giving insider knowledge of a potentially confidential or commercially private nature to all of your new recruits puts your company into a vulnerable position.

Onbrd allows you total control over what information you will provide for your new starters and it’s separated from the company’s actual network. This way you’re only sharing what’s appropriate for your imminent starters without unnecessary exposure but still really satisfying their heightened urge to learn more about you.

Your Website Isn’t An Inclusive Experience…

The great thing about Onbrd is that it looks and feels like your company’s brand, but is still external to your company. It can be highly tailored to aesthetically reflect your company, but what’s also valuable is that your brand is more than a pretty logo. You’ll have an ethos, a way of doing things, a culture that starts with behaviours and attitude. There will be an approach that is unique to your company.

This isn’t the kind of information you can have openly on your website. Using Onbrd will endorse how you expect employees to engage and interact – it will teach them the company ways of doing things before their first day. This will really help them to feel part of your company culture and understand everything about you which isn’t necessarily role dependent, making them feel included before that daunting first day.

Your Company Website Isn’t Tailored Towards New Starters…

Whilst you can potentially tweak aspects of your website towards new starters, it’s likely to fall short of what your ‘new user’ will need. You’ll need your site to evolve as company information or processes change and it’s easy for this to be overlooked in the midst of a busy organisation. It’s more commonplace for a company website to deliver the more basic information and an intranet to provide additional internal information to support that. But like we discussed, you don’t want to let everyone loose on your internal information from the get go.

Onbrd can be tailored perfectly to fit the exact needs of your new starters. It can be used to answer those initial questions as well as to ease the employee through their first 100 days for instance. Providing a platform with controlled processes within it geared towards your new starter, such as giving further courses to complete after they start, can really keep the engagement up whilst actually helping towards a more familiarised employee starting with you too.

It’s easy to see how even the best company websites can still have quite a gap in meeting the needs of new starters. Providing the right information to a highly motivated new recruit is like fuelling a high powered race car – when they get to their start date they’re already primed and ready to go.

Get in touch for a no-obligation chat about Onbrd and how it can re-energise your employee onboarding.

It Costs Over 30k To Replace A Staff Member And You Have No Employee Onboarding…

Whether you have all your ducks lined up, or you are already firefighting on your team, hearing that your employees are off to pastures new can fill you with dread.

Straight away you start projecting the process ahead of you and the logistics of trying to keep

your team on rails whilst filling that spot.

It can be even scarier to think about the financial implications though so if you’re brave enough to continue, here’s a snapshot of how the recruitment process isn’t for the financially faint hearted… (you might want to grab a coffee!)

Recruitment Consultancy Fees

When you think about replacing employees, this is often one of the first fees you think of as it’s one of the most tangible outlays you can foresee in the recruitment process. If you are looking for candidates with specific experience, qualifications or knowledge, you’re likely to have factored in that you’ll need to recruit through a consultancy specialising in your area of expertise.

Having a pool of already primed talent, literally waiting for your opportunity to find them will cut down on your ‘hunting’ time. Letting somebody else already well versed in the process will save you so much of the initial leg work. Let’s face it though, that significant incentive for them to provide you with your perfect match comes at a price, and the more specialised – the more hefty. By the time you’ve paid their initial fees, plus a percentage of the first year’s salary, you’re kissing goodbye to a decent sum of money – well worth it of course if your new candidate is the great fit you were looking for.

Advertising The Role

This one isn’t going to break the bank in comparison to some of the other costs, but advertising within industry-specific publications, sites and forums doesn’t come cheaply. The duration of your advertising will be an unknown too so you’ll not know how long to run your campaigns for.

This does have the advantage of being added exposure for your firm though and it’s likely that you’ll receive multiple enquiries which you can keep on file for future reference. Being sneakily strategic with how you execute the campaign could see the advertising paying for itself in more ways than just communicating the initial candidate vacancy and spec.

HR & Management Processing Time

The agency and advertising costs are highly visible, but the time needed to process candidate fulfilment isn’t quite so transparent. Lost time away from the coal face for managers needing to outline job specs, interview candidates, communicate with HR etc is all absorbed into their daily duties so it isn’t such a clear-cut cost. If you have a specialised role you’re recruiting for, this can become quite a lengthy process too.

By the time you’ve paid for this on an ongoing basis, plus the costs of your HR team to be playing their part in the hiring process, it can easily mount up. As it’s seen as par for the course for their roles, it’s easy to dismiss these costs, but if we took the time to actually cost it out properly we’d see it’s a sizeable investment in our new recruit before we’ve even found them.

The Cost Of Lost Output

This is where the role being vacant and then filled with a successful candidate really impacts:

  • The gap in the team output needs to be absorbed by other team members making them individually less effective in their own role,
  • You may need to source temporary replacements whilst recruiting,
  • Team members will need to assist the temps – more lost time,
  • New recruits take on average 24-28 weeks before they are fully integrated in their role and up to speed. This can be a year for some roles.

That’s a LONG time before you can expect optimum results from your recruits but as you can imagine, many of these costs are hidden but still need allowing for.

It’s not difficult to see how overall, your new recruits are expensive investments so let’s not forget that’s exactly what they are – investments.

Which leads nicely back to my original point. To really give your new recruits the opportunity to flourish, with the minimum impact on your organisation and the team they’re joining, they need to be plugged in to processes and given information as easily as possible.

Paying 24-28 weeks of a competitive salary is a sizeable cost. Any time saved in their bedding in process is not only increasing their chances of feeling included and capable more quickly, but you are minimising the cost involved too.

Onboarding provides tangible savings to businesses in so many ways. Welcoming in your new recruits with a clear structure before they’ve walked through your door sends a powerful message that you’re supporting them and have a clear framework ready and waiting for them.

You’re setting an intention to succeed for them which will translate so much better than the absence of it. If you’d like to know more about how onboarding can really benefit your new employees and save you money in the process too, get in touch for a no obligation chat.

Candidates Are Desperate For Knowledge About Your Company. Why Aren’t You Giving It To Them?

We all know that feeling of getting a huge surge of excitement over something and almost not knowing what to do with it…

You’re getting married!

You smashed your exams!

Your football team won the league!

Whatever the celebration may be, that huge rush of energy is all consuming and you want to shout your results from the rooftops!

But when you’ve finished running around like the world’s happiest headless chicken, you need somewhere for that energy to go. You want to enjoy the feeling while it lasts so you look at who else you can tell and how else you can keep the momentum going – it feels good!

This is exactly the same scenario for your new starters.

If they’ve been offered a great new opportunity with you, they’ll no doubt do the headless chicken run for a while, then they’ll need to do something else to keep the buzz going. Waiting until your new starters have started to engage with them is as good as severing the poor happy chicken’s head yourself.

Here’s why it’s so important to keep the excitement of their job offer going…

Cash In On The Piqued Interest

Your new starter has already put faith in you being their best choice – hence their excitement. There will be aspects of your business that they love, so it’s only natural that they’ll want to know LOTS more while their attention is focused on you.

If you were there in person, you would be able to hear their comments and capitalise on them. For example they say they love charity work but in the interview process it hadn’t come up that your company has a charitable structure – you tell them and they’re super happy to be part of an organisation sharing their values. All these small factors can really endorse their decision and fuel their excitement that they’re making the right choice in you.

As you can’t be there in person, the next best thing is a source of all these snippets for your new starters to absorb while they’re so interested.

Feed Their Hungry Mind

It’s so frustrating coming away from a pertinent conversation with somebody and thinking ‘Oh – I wish I’d asked XYZ’ isn’t it?

If you’ve chosen well, your new starter is likely to be literally champing at the bit to know more about what they’re coming into. They’ll have done their initial research from the perspective of an interviewee, but the information they’ll have studied beforehand will be from the ‘public knowledge’ perspective.

Now that they’re part of your organisation, they’ll have an army of questions from their new perspective. Having a source of information for them where they can actively seek out this information will really help to integrate them while they are so highly motivated and remind them of what they’re now part of.

Waiting Is Such A Passion Killer

We don’t need to go into too much detail here on what having to wait for something you’re excited about does to that passion for it!

Try telling a toddler to wait for their lollipop,

Make a puppy ‘sit’ a little longer for their treat,

Or tell an amorous lover ‘maybe tomorrow’.

You can hear the sizzle now can’t you, as you pour the virtual ice cold water over their burning desire.

This is exactly what having to ‘wait’ for their start date does to your new starters.

Giving your new employees a source of information to start learning about you to familiarise themselves with your company way before their first day, takes the agonising wait out of their pre-start period.

Break Down The New Starter Overwhelm

Once the decision has landed, your new starters can often start to doubt themselves.

Did they blag their new job?

Will they be able to do it?

Will they even fit in?

Providing a great source of information on what happens with new starters, addressing their concerns (and affirming it’s all normal!) is the difference between the doubts taking over or their worries being put to rest. Having information available will also help to break down their learning curve too – saving everything until their one or two day induction course is enough to make anyone’s head pop – let them learn some of it beforehand if they wish to.

There’s so much information to introduce to your new starters that it can be very easy to forget just how much you ‘throw at them’ when they join you.

Having an inclusive onboarding process to transition them into your organisation is so much more than just a source of information. As corny as it sounds, it’s the virtual ‘Welcome’ before the ‘On Board’ as you’re allowing your new starters to enjoy being part of their new job straight away.

If you’d like to discuss how we can create a tailor made onboarding process to include your passionate prospects straight away, get in touch.

Here’s How To Stop Your New Starters Being Poached

We’ve all been there…

You interview tirelessly for a position you have available and you’re down to a small handful of extremely suitable candidates. You internalise for a while over which one to go for and just before you manage to turn yourself completely inside out, you settle on your perfect candidate.

The offer goes out.

The acceptance comes back.

Bingo you’re done! Get the best gin out!

Except it isn’t that simple is it? You may have identified the next model employee in the making, but the odds are that you were not the only decent employer in the running. So how do you stop a new starter becoming a non-starter?

How can you get their engagement and loyalty before they’ve even started their first day?

Here’s a few suggestions…

Treat New Starters Like An Employee As Soon As They’ve Signed The Dotted Line

Everybody likes a personal touch and they like to feel part of something even more. If your new starters feel like a number in a process, only a whiff of a more sociable environment from a competitor could render you starter-less.

Your new starters will have chosen your company for a reason and yes, money is often a factor but it’s very rarely the only factor in them choosing you. As soon as they’ve accepted your offer, connect with them and find ways of reminding them why they chose you. Reinforcing their decision to join you will strengthen their initial pride that they were successfully selected and actively chosen to be a part of your company.

Keep Them In The Loop During Their Notice Period

Going back to that ‘being part of something’ point – if you have any team events or social gatherings where the new starters could easily be included, invite them along. It’s a great way of breaking the ice so that not only do they have a few familiar faces on their first day, but they already feel like part of the team. That’s a very different place to silent notice periods.

Keep them up to date on any changes happening which will impact them, especially if it’s for the better – even more endorsement that they made the right choice when they said yes..

Minimise Guesswork

Most of us are far more aware that we all have inner voices these days which don’t actually mean we should be the leading part in The Shining. As accepting of them as we are, if we’re given any room for doubt, they have an absolute field party making us second guess ourselves and our decisions as we all know how much our psyche loves change.

Common concerns of a critical nature such as worrying they’re not going to be able to do the role, whether they’ll fit in or whether they’ve made the right decision could all undermine the strongest of decisions. Keeping the channels wide open for questions and two way communication will go a long way in allaying any fears or overactive guesswork trying to do their damage.

Don’t Leave Everything To HR

We say it with love, but sadly too many HR departments are under resourced yet it’s often the first introduction to the company that your new starters will face. Small slips such as a letter not going out to them, or hearing nothing at all until a few days before their start date, is enough to make anyone question whether your company values its staff.

And let’s face it – nobody is going to cherish that as their next big career move. Any new starter worth their salt will be eager to know more about their new company and role so it’s well worth utilising that enthusiasm while it’s hot.

With the power no longer being purely with the employers, your onboarding process is more crucial than ever in ensuring the talent that you attract sees an equal in their employer. You really can’t afford to misfire at this stage so if you’d like to discuss a tailor made onboarding process to keep your fantastic prospects fired up, get in touch.

Candidates are desperate for knowledge about your company – why aren’t you giving it to them?

5 ways companies can punch above their weight in talent acquisition

Companies cannot operate without people. That’s the long and short of it. The better the people, the better and more successful the company. It’s common sense, right? Well you’d be surprised how many companies are selling themselves short when it comes to recruiting and hiring. It’s so critical to get the messaging right if you want to attract the best people in the marketplace. It amazes me how companies spend millions on branding, communications and advertising, then let sub-standard job adverts slip through the net. Worse than that are companies that work with recruitment firms who have no appreciation of what the company is trying to achieve, thereby diluting the brand and driving good candidates away. So how can companies of all sizes punch above their weight and become deeply attractive to candidates? Here are 5 simple things that every company can implement.

Tell your story

There are so many companies competing for talent, it’s often the ones who shout loudest that get heard. There is, however, a smarter way to go about being heard above the cacophony. Tell your story. It sounds really simple and it is! Put yourself in the position of a candidate and see things from their point of view. Often, candidates are given an unexciting overview consisting of a couple of sentences about how the company is a market leader or something similar. That’s great, but how many job ads have that as an opener? Thousands is the answer. Incidentally, if you don’t have an overview of the company in your job ads, then you’re definitely missing out on candidates.

What we need here is storytelling. Why is your company a market leader? What is it about the company that excites you as an employee? You’re the number one in your market, but how do your people contribute to that? What is it that is going to attract the next top talent? What does the company want to achieve and where is it on its journey? Take a glance at Google’s careers home page. A fantastic picture of their office interior and one line of text, ‘Do cool things that matter.’ How brilliant is that? Google has distilled everything about the company, a multi-billion dollar company, into just one line and it really works. Is it any surprise that Google gets a million CVs a year? They are kings of communication, masters of messaging, wizards with words. You get the point.

Tell your story and people will come to you in droves. Fail to communicate what it is that excites your existing employees, and you’ll find it impossible to compete with the ‘Google’ in your industry.

It’s all about the culture

Wouldn’t it be great if you only had applications from people who fitted the culture of the organisation? I’m not being flippant because I know that cultural fit is probably the hardest piece of the jigsaw to get right. However, does the careers section of your website and your job ads reflect your company culture? If not, then you’re wading through CVs and interviewing people who are never going to fit. You can only get a proper sense of culture by actually working in a company and seeing the way things are done and how people are treated. You can though give a flavour of culture in your recruitment communications.

If you don’t take control and paint a picture of your company’s culture, then candidates will rely on review websites which can be hit and miss. There are some great company careers pages out there, with video interviews of employees, galleries showing the working environment and blogs that exude passion for what people are doing. These are useful to candidates because they are able to see and hear from real people. Candidates will also glean information from the LinkedIn profiles of employees, so a company-wide approach to social media is useful. Online networking should be encouraged, but only if employees are given guidance on how to ‘pitch’ the company message.

Some people will stay with a company because of the culture, and some will leave because of it. The challenge is to convey the culture accurately throughout the recruitment process, so you are attracting the right people who will stay long-term. If the working hours are 9am-5pm but most people stay until 6pm, then this needs to be said at some point. To some people this could be a deal breaker and it is better that those people don’t get through to a final stage interview, or worse get hired and then leave within a month because they can’t get home to see their children before they go to bed. Hiring mistakes are costly in time and money.

Job spec or job ad?

I believe there is a clear distinction between a job spec and a job ad. The job ad should pique the candidate’s interest and elicit a positive action; an application. A job spec is something that should be sent to the candidate after they have applied for the role and before the first interview. It seems that the art of the job ad has been lost along the way and there are now few credible examples out there. I always remember a great ad in the Appointments section of The Sunday Times for a role at MI6. The first line of the ad was, ‘Don’t just watch world events. Help shape them.’ Immediately that got my interest and I wanted to read more. Juxtapose that cracking introduction with this from an ad I read today on a job board, ‘This is a great position working for an established company.’ As a candidate, I’m not in any way excited by this and there is no further information about the company anywhere in the ad. In fact what follows is a job spec consisting entirely of bullet points; lots of them. One of the bullet points indicates that for this role, at manager level, the person should be computer literate. Who isn’t computer literate these days and what does that even mean? These are wasted words that only serve to pad out the ‘ad’ and dilute the key messages.

Bullet points can be very effective for pulling into focus the really key points you want to get across. However, when thirty bullet points are used, people will not read them all and the key points are lost. As a recruiter you want to grasp the salient points of someone’s CV quickly, similarly candidates need to be hooked in to your job ad quickly. Your ad responses will go up as a result.

Why you?

Why did you join your current employer? It may have been a number of things but you really need to make sure these things are reflected in every ad consistently. I read job ads every day, and the vast differences in their approach is amazing. Often these differences are apparent in ads from the same company. Some have a really good introduction that get my interest and make me want to read on, then the one below from the same company doesn’t have an introduction at all. Candidates notice this and it turns them off. The same goes for ads where the fonts are all different sizes from paragraph to paragraph. Maybe your ATS has done something unusual when you uploaded the text, but either way the ad needs to be checked after upload. In the candidate’s mind, a sloppy approach to recruitment ads may be indicative of a wider issue in the company. Consistent messaging across platforms is the cornerstone of marketing communications, and your careers pages and ads are part of the company’s communications. You may be getting a steady stream of candidates, but how many others are clicking away when they get inconsistent and confusing messages?

Interviewing current employees would yield some fantastic sound bites that could then be used in job ads and on the company careers pages. These are equivalent to word of mouth advertising which is hugely valuable as people do take cues from other people on brands and companies. This is why big brands spend millions on celebrity endorsements, such as the recent tie up between Haig whisky and David Beckham. Work out why people join and why they stay. Include these messages in your communications and similar people will want to join and stay as well.

Be sociable

Social media has transformed recruitment and will continue to do so. Some even think that the days of the recruitment agency are numbered. I disagree with this, as I feel there will always be a place for professional recruiters who can advise clients and provide unique insight on the market and the best candidates in that market. However, reaching candidates through social media has seen a huge shift in power back to companies and internal recruitment teams. This has been a positive change, but social media needs to be done properly to have the desired effect. Taking Twitter as an example, candidates do not want to see an endless stream of tweets about new jobs. They will only be interested in this type of approach if they are considering a move at the time they encounter your Twitter feed. It is better to engage potential candidates before they decide to move, so that you will be high up on their list when they start looking. Your tweets should be about the cool things you are doing as a company, interesting projects the company is working on, or announcements for your latest blog post. Intersperse these tweets with the odd mention that a new role has become available, or a prompt to people to look at your careers pages and you will strike the right balance.

LinkedIn has 300 million users and is a fantastic platform for professional social media. Many companies use LinkedIn to make scores of direct hires but others are missing a trick. The key to it is content. Your company page, your employees’ profiles and blogs. The more established bloggers on LinkedIn have upwards of 300,000 views for each post and hundreds of comments. Amazing. Use it. Blog about exciting projects, your industry viewpoint and anything thought leadership related. It takes time and a consistent effort but it will pay dividends when the top talent starts following you and becomes excited by the work your company is doing. Your fascinating posts will chip away and turn a passing interest into a positive action.

In summary

To attract the best candidates, you have to know who you are so you can tell your story and impart a sense of your company culture. Ditch the detailed job specs until later in the process. Come up with a killer introduction to the company and use it consistently in well-crafted recruitment ads that get to the point quickly and drive a positive action. Ask yourself and your colleagues why you joined and what makes you stay, then use this information in your communications. Be social, use the most effective channels to reach out to top talent with content that will make them read, follow you and then engage with you.

Thanks for reading and good luck. If you found this post useful please like it below, share it and use the comments box to air your views.

Take your onboarding online and reap the benefits

The successful onboarding of new employees can be a difficult nut to crack. The first question is when to start the process. Should you wait until your new starter joins, or commence onboarding before they walk in for their first day? What does onboarding mean to you? Is it just form filling, or about engaging and educating your new starter?
Let’s look at the different aspects.

Why onboard?

Onboarding can mean different things to different people, but the premise is the same; to bring new starters into your organisation as quickly and efficiently as possible. This means your new starter will be up to speed and able to start adding value in minimum amount of time. In the most basic terms onboarding means gathering information from the new starter and making sure that they have the tools available to do their job when they start.

It makes sense, having spent a lot of money going through the recruitment process, to have the new starter working efficiently in the shortest time possible. Is basic onboarding going to achieve this? Probably not. The best way to onboard therefore is to find a way to shorten the ‘time to competency’.

Start with the outcome in mind

From the outset, you should decide what it is you want to get from your onboarding programme. Think about the journey for the new starter. Does it make sense? Will they be as impressed with this aspect of your recruitment process as they were with the application stages? Make sure that you look at things from their point of view, not just from yours.
Set out some clear goals before planning your approach. There are some essential aspects and some ‘nice to haves’, but upper most in your mind should be keeping engagement levels high.

The benefits of starting early

The earlier you can start the onboarding process the better. During the interview stages, engagement levels are high. The candidate is interested and motivated. Hopefully this continues following acceptance, but there are no guarantees. The one way to ensure continued engagement is to start onboarding as soon as the offer is accepted. This is the only way that constant contact can be kept with the new starter throughout the process.

Online vs offline

Onboarding can be done in various ways. Sometimes email is the method chosen, and emails are sent back and forth as information is gathered and imparted. This however isn’t typically very engaging. Other offline methods used could be attending an event in person, which is highly engaging, or even sending printed materials through the post. By far the most engaging way is to use an online portal where your new starter can be ‘infotained’ and educated at the same time. Using an online platform, a structured onboarding programme can be mapped out and automated, so each new starter gets a consistent and high-quality experience.

At Onbrd.co.uk, Our onboarding solutions are tailor made for you. From your company branding to your own bespoke versions of our onboarding modules, everything is put in place to ensure that your new starters are the most motivated and productive.

Talk to us today about how we can help you.

Onboarding employees inconsistently will ruin your employer brand!

We’ve all been to those induction days. You know the ones. You turn up for ‘onboarding’ not knowing anyone and stand in a room with other people who are also starting their new job that day. You make small talk. You drink coffee. You wish you were somewhere else. Anywhere else.

Then the day starts. Presentations. Lots of them. Company history. Values. Products and services. Key people. Yawn. It’s too much information delivered in a boring and totally non-engaging way. You can tell that some of the speakers were pulled in at the last minute because others were too busy to turn up. You know that they are the ‘back-ups’ and they don’t really want to be there either. So there you are, in a room full of people who’d much rather be somewhere else

Does this describe your company’s ‘onboarding’ process? Sad isn’t it? The company seems to value new starters so little, that they stick them in a room for a whole day or several days and bombard them with content, much of it badly and inconsistently delivered, which makes them wonder why they joined in the first place. It’s an approach that needs to stop. Now.

What is onboarding anyway?

Onboarding is the process of bringing new employees into your company, so that you can start to realise a return on investment as quickly as possible. People sat around not producing are a drain on time and resources. You need to be able to get these people working enthusiastically and efficiently from day one, not after a week or two of ‘getting up to speed’. How many people are there in your organisation? 10? 50? 50,000? If you have 50 new starters each year and they all take at least a week (the real number is much higher) to get going properly, then that’s pretty much a full year of lost output. A year! What would it mean to you as a company if you could claw back just half of that?

Consistency is key

During the recruitment process, you’ve done your best to give the best possible candidate experience. Hopefully your employer brand is clear and consistent, it puts the same message out into the market and that’s reflected in your hiring practices, in interviews and other communications.

But what happens after a candidate accepts the role? Generally nothing. They get ignored. You might send a few emails, involve new starters in social events or even let them dial into team meetings, but it goes no further than that in most cases. The thing to realise is that this is the time of greatest risk. The candidate has been active on the market, talking to other companies. Do you think they just stop because they’ve accepted an offer? Even if they do decide not to pursue anything else, other recruiters will still phone them up and talk to them about other opportunities. There’s no moral code here, it’s about making a fee and recruiters don’t care that the candidate has accepted something else.

Consistency is critical. When the candidate turns up on their first day and gets a lacklustre set of presentations, all in different styles, delivered by people who haven’t properly prepared, it shows. It says to the candidate that they don’t really matter. The ideal would be to get the CEO to talk to all new starters but that’s impossible…or is it?

Onboarding done properly

With Onbrd, you get a bespoke onboarding platform, in your branding, with your messaging. We interview your CEO and record a professional video that all new starters will see. We gather information about team members, the company and the culture, and then we build the most beautiful and engaging experience for your new starters that they’ll love being a part of.

They don’t get this on the first day though, they don’t even get it in the first week. They get it way before then. As soon as the candidate accepts your offer, they get a login to your onboarding platform, where they are engaged, delighted and managed until their start date, and beyond.

The experience is consistent for every person. They work their way through modules designed to bring them up to speed before they join, so that on their first day they are ready to add value.

Online introductions

Your Onbrd platform is not just a collection of videos and PDFs though, far from it. This is eLearning designed by professionals who have worked for some of the world’s best and most demanding companies. Where knowledge must be transferred as quickly as possible and shown to have been a success. You’ll know, via your own admin portal, which of your new starters has commenced their onboarding and where they are in their journey. You can intervene if you think someone is disengaged, to understand why and to rectify the issue, saving thousands of pounds in the process in lost recruitment fees and time spent interviewing. No other platform offers this level of engagement and analytics.

Your platform also allows new starters to get to know each other before their first day. Each new starter has a profile and is encouraged to fill it out and to reach out to other new starters. Remember that first day standing around making small talk? That’s a thing of the past. Watch in awe as your new starters warmly greet each other as friends, not strangers. They’ve already been chatting online and have kept each other excited about the opportunity to join your company. They’ve done some of your job for you and they feel valued and cared for as a result.

More productive

Ultimately, it’s up to you how you use your platform. We’ll build it just the way you want. Some companies only want to keep engagement levels consistent between offer and acceptance, to avoid losing candidates, whereas some are looking for more than that. New starters can be trained on your systems and processes before they join, for example, so that they turn up and start work immediately with only minimal ‘on the job’ training. Think of the cost savings and the increased revenue from having a motivated and capable new starter and not having to take an experienced employee away from their revenue generating activities for hours or days.

Onbrd is the only solution that brings together platform and content to solve all the issues around employee onboarding.

Contact us today and take the first step towards making inconsistent and ineffective ‘inductions’ a thing of the past.

5 reasons why investing in an onboarding platform could be your smartest move

There’s no doubt about it, onboarding is a polarising subject. I remember having a heated argument about it when I worked for a global company a few years ago.

The person I was talking to was adamant that onboarding was a process that started on day one. I argued to the contrary, that it should start as soon as someone accepts an offer of employment.

He thought I was being ridiculous, but I knew then and I know now, that onboarding can solve a lot of problems in the recruitment process.

Here’s how…

1. It gets massive engagement from new starters

To start with, consider the two options. Option one, do nothing. Once you have made an offer and the candidate has accepted, you send no further information, there’s no contact until the person walks through the door on their first day.

Option two, use a bespoke onboarding platform. Once the offer is accepted, you send a welcome email with a login to your branded onboarding platform. The candidate is impressed, but there’s much more to it than that.

They can learn on your platform. Learn more about your company. About your culture. They can virtually meet the people, you can even have live webinar ‘check points’ which work especially well with large cohorts such as graduate intakes.

Moreover, you can start to teach them about your products and services. They’ll start to feel part of the company, one of you, rather than being an outsider waiting to get in. And when those recruiters come knocking, which they will, your candidate will confidently say ‘no thanks’, because they know they have made the right decision in joining your company.

2. It cuts down on people accepting and then not joining which cuts down on recruitment costs

This one is a no-brainer. It is widely known that it costs £35,000 to replace an employee. That’s a lot of money. Recruitment fees alone average in the region of £5,000. Then there’s the cost of people’s time to interview candidates, sort paperwork, order laptops, get things in place.

It makes perfect sense to have constant contact with candidates during their notice period, but no-one has time for that. With an onboarding solution, this is all taken care of. New starters are brought into your company in a structured way, where they feel valued and you can build the excitement and lessen their nerves leading up to their big day.

The result is more people sticking with the process and less people falling by the wayside and costing you money.

3. It makes your brand more attractive in the marketplace

You know that candidates talk about their experience with your recruitment process. You know they tell their friends, they go online and tell people everything. You can leave this to chance, or you can take control and manage the entire process from acceptance right through to start date and beyond.

When you have a proper onboarding process and a platform on which to engage new starters, it does wonders for your employer brand.

4. It’ll raise your profile internally as someone who is on the ball

From a personal point of view, it will score you points if you’re the one to implement an onboarding solution and solve many of the problems associated with the recruitment process. When your recruitment satisfaction scores start to go up, who do you think will get the kudos? You of course.

As well as making perfect sense for your new starters, it makes sense for you as well to remove the headaches and iron out the wrinkles in your process. Your new starters will thank you for it and so will your boss when she gets glowing reports of the improvements you have made.

5. New starters are more effective on day one which means better ROI from recruitment spend

Normally, new starters arrive on day one and spend an amount of time getting ‘up to speed’. This can vary, but it’s widely accepted that time to competence is at least a few weeks for a relatively straightforward job, or can be months for more complicated roles.

You can shortcut this process by engaging, educating and entertaining your new starters whilst they are between acceptance and start date. Instead of someone coming in not knowing much about your company or products, new starters who have been nurtured by your onboarding platform will be informed, confident and itching to add value.

At Onbrd.co.uk, Our onboarding solutions are tailor made for you. From your company branding to your own bespoke versions of our onboarding modules, everything is put in place to ensure that your new starters are the most motivated and productive.

Talk to us today about how we can help you.

Your employee onboarding starts on day one? You’re doing it wrong. Here’s why…

Waiting until the first day is a massive missed opportunity

Once your candidates accept your offer and sign on the dotted line, you have a huge opportunity to engage with them and give them a proper lead in to their start date. Not taking advantage of this opportunity is a big mistake. Even a one month notice period is 30 days in which you could be building a relationship with that person, and allow them to be building relationships with other new starters. The alternative is just to leave them to their own devices, but can you afford to take that risk?

Your candidates are still looking at other opportunities

Just because a candidate has accepted your offer, it doesn’t mean that it’s a done deal. They will have been active in the market whilst looking for a job, and those other opportunities won’t just disappear because they have accepted a role. In fact, other recruiters will be working hard to entice them away, because an active candidate is a walking fee in the eyes of a recruiter.

Recruiters know that good people are only on the market once in a while and they’ll be putting in extra effort to get those people to consider opportunities with their own clients. Etiquette and decency don’t enter into it, there is a war for talent and if someone is on the market then they are fair game. You have to lock them in to your role using every means possible.

Candidates are craving attention following the recruitment process

The recruitment process is like any sales process, or looking at it another way, it’s the beginning of a relationship. You put all the effort in to attract the candidate to your business, you show them lots of love during the process, then when they agree to join, silence. For a month, three months or sometimes longer, there’s nothing.

Then the person starts, hopefully, and you have to pick up where you left off. Think about it though, you could be keeping that relationship going, strengthening it, during the notice period. There should be no period of silence, no putting things on hold, just a consistent and constant dialogue during which you are further convincing the candidate that they made the right choice in accepting your offer.

New starters could be learning whilst they are working their notice

Your new starters are craving knowledge, so give it to them! They are intrigued about the company they are joining and want to know more. Of course they can go on your website and have a look but you have an opportunity to impart real learning that will keep your new starters satisfied and make them more effective when they start.

Engaged employees are more productive employees

There’s plenty of evidence out there to show that disengaged employees are a drain on resources and money. With a proper onboarding process, you can start off with the highest engagement levels possible. When you think the alternative is, well, nothing, then it starts to make sense. You can avoid the period that we all recognise from starting a new role, where our first few weeks are about finding our way and not quite feeling part of things. Again that’s a key time for people to be poached away. Onboarding gets people over that feeling much more quickly, sometimes even before their first day.

Protect your investment in recruitment fees

You’ve spent a lot of money recruiting the person and getting to offer and acceptance stage. Isn’t it worth ensuring that the person is fully engaged and less likely to be tempted away? Not to mention the increased productivity from day one because they are already in the swing of things.

Your new starters will thank you

New starters love to feel loved and that they are valued. Investing in an onboarding process will make them feel that they made the right choice in accepting your offer. From the point at which they accept the role, you can give them a login to a platform that contains everything they need to learn more about your company, your people and your culture. They can take training courses, learn about your products and even have a virtual tour of the office and meet the key people. It’s a powerful way to bring people along the journey towards their first day.

Our onboarding solutions are tailor made for you. From your company branding to your own bespoke versions of our onboarding modules, everything is put in place to ensure that your new starters are the most motivated and productive. Talk to us today about how we can help you.