Connectivity in "Pre-Boarding" Part 2
In part 1 of this post we looked at the risks associated with not creating sufficient engagement with a new recruit BEFORE they start their new position.
Companies are starting to do a better job of addressing the timeframe AFTER the employee begins their new job, through much more extensive onboarding programs as well as linking the new recruit with internal buddies, mentors, and external onboarding coaches.
During the "pre-boarding" timeframe the options for fostering engagement are wide ranging and increasingly creative. As long as the hiring company is not a direct competitor, beginning to create strong connectivity during the 2-3 weeks or even longer before the start date is key.
1. Asking the new recruit how they would like their name to appear on business cards and name plates so that these can be in-place when they arrive. Better still-- send the new cards home to the new hire before they begin so they can hand them out to current colleagues.
2. Gifts baskets of company product, flowers, balloons, etc. are small touches that can mean the world. Here's an exerpt from an email I just received...
I remember [the new employer] reaching out to me before I joined. I can still recall leaving [my former company] feeling sad, lonely, uncertain and walking home to see a beautiful bouquet sitting at my doorstep welcoming me to the [new company]family. That was when I didn't feel like what I was doing was so daunting.
3. Brief phone calls of welcome from the new boss, team mates and even direct reports can create connection. (as long as work isn't dumped in the new recruit's lap before they even join)
4. Being invited to attend pre-planned company social events, offsites, sports activities even before the start date.
5. Being provided access to internal "social networking" systems that are being established within some Fortune 500 organizations and smaller high-tech companies. New recruits can find out about interest groups, like-minded peers, and informal initiatives that can provide a powerful engagement hook.
6. Being made aware of social responsibility initiatives and community volunteer programs that new recruits may be able to get involved with before they even become employees.
7. Being linked up with a "buddy" or "peer" who also joined the company less than a year ago.
8. Being linked up with a more senior mentor to help advise on "how things really get done around here".
9. Providing access to information on success factors and derailers when starting in a new position. Giving new recruits at all levels appropriate resources to support them in ramping up effectively i.e. e-courses, workbooks, etc.
10. Linking new hires to group coaching or one-on-one onboarding coaching services to start supporting them even before they join the new company. The time before starting a new job can be optimal for reflection and building the necessary self-awareness to succeed in the new role.
Increasingly, my relationship with a new recruit as an onboarding coach begins once the offer is accepted.
Highly progressive organizations are even assigning a coach to highly desirable candidates to support them through the various interview phases. The external coaching relationship is sufficiently at arms length from the employer that the candidate is able to have a highly confidential and objective sounding board for considering more than one offer. At the end of the day, the best employee is one who has made the RIGHT choice for themselves as to where they will thrive. Coaching can support this process effectively and with integrity. Even if the sponsoring company's offer is rejected, the positive word-of-mouth fostered by this interaction puts the company in VERY high regard when the candidate shares the experience of working with an objective coach with his/her colleagues.
Companies are starting to do a better job of addressing the timeframe AFTER the employee begins their new job, through much more extensive onboarding programs as well as linking the new recruit with internal buddies, mentors, and external onboarding coaches.
During the "pre-boarding" timeframe the options for fostering engagement are wide ranging and increasingly creative. As long as the hiring company is not a direct competitor, beginning to create strong connectivity during the 2-3 weeks or even longer before the start date is key.
1. Asking the new recruit how they would like their name to appear on business cards and name plates so that these can be in-place when they arrive. Better still-- send the new cards home to the new hire before they begin so they can hand them out to current colleagues.
2. Gifts baskets of company product, flowers, balloons, etc. are small touches that can mean the world. Here's an exerpt from an email I just received...
I remember [the new employer] reaching out to me before I joined. I can still recall leaving [my former company] feeling sad, lonely, uncertain and walking home to see a beautiful bouquet sitting at my doorstep welcoming me to the [new company]family. That was when I didn't feel like what I was doing was so daunting.
3. Brief phone calls of welcome from the new boss, team mates and even direct reports can create connection. (as long as work isn't dumped in the new recruit's lap before they even join)
4. Being invited to attend pre-planned company social events, offsites, sports activities even before the start date.
5. Being provided access to internal "social networking" systems that are being established within some Fortune 500 organizations and smaller high-tech companies. New recruits can find out about interest groups, like-minded peers, and informal initiatives that can provide a powerful engagement hook.
6. Being made aware of social responsibility initiatives and community volunteer programs that new recruits may be able to get involved with before they even become employees.
7. Being linked up with a "buddy" or "peer" who also joined the company less than a year ago.
8. Being linked up with a more senior mentor to help advise on "how things really get done around here".
9. Providing access to information on success factors and derailers when starting in a new position. Giving new recruits at all levels appropriate resources to support them in ramping up effectively i.e. e-courses, workbooks, etc.
10. Linking new hires to group coaching or one-on-one onboarding coaching services to start supporting them even before they join the new company. The time before starting a new job can be optimal for reflection and building the necessary self-awareness to succeed in the new role.
Increasingly, my relationship with a new recruit as an onboarding coach begins once the offer is accepted.
Highly progressive organizations are even assigning a coach to highly desirable candidates to support them through the various interview phases. The external coaching relationship is sufficiently at arms length from the employer that the candidate is able to have a highly confidential and objective sounding board for considering more than one offer. At the end of the day, the best employee is one who has made the RIGHT choice for themselves as to where they will thrive. Coaching can support this process effectively and with integrity. Even if the sponsoring company's offer is rejected, the positive word-of-mouth fostered by this interaction puts the company in VERY high regard when the candidate shares the experience of working with an objective coach with his/her colleagues.
posted by Sue Edwards - Development By Design at 11:32 AM
1 Comments:
Nice article. I would suggest that the onboarding starts before the offer is made... immediately preceding the final interview. Regardless of hiring outcome, the company will never revisit the 1 week, 2 week, 4 week interview process again. The candidate, regardless of outcome, will never forget how well the company communicated/interacted w/them during the hiring process and will carry either positive or negative feelings w/them into their new career.
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