4 Onboarding Stats You Need to Know
Whether you are a human resources professional or a hiring manager, being prepared and knowledgeable about bringing a new employee on board can mean all the difference when it comes to your new hire’s success. Part of that preparation and knowledge is being aware of the challenges that can come with onboarding.
We’ve rounded up some statistics associated with onboarding and give some tips below on how you can ensure your new hires are equipped to make an impact.
This statistic confirms the importance of a comprehensive and well-thought-out onboarding experience. While 20 percent of employees leave a job before the end of their second month, over 40 percent leave in the first six months.
There are many reasons employees leave before they’ve really started—the job wasn’t what they expected, the team chemistry was bad, their manager didn’t provide enough feedback, or maybe they still had outstanding interviews and received another offer. One of the closest people in the organization to a new hire is his or her manager, and the manager will probably be among the first to notice if the employee loses engagement or isn’t performing.
Managers should conduct an onboarding program with lots of check-ins in the early months to ensure their new hire has what they need to be successful—not only adequate knowledge and training but exposure to the people and processes they’ll need to get things done.
As if you didn’t know the importance of a manager in onboarding and talent retention!
Gallup also asked these American workers the most important thing they wanted from their management, and communication from their managers topped the list.
If you want to be among the 50 percent of leaders who help keep talent, start with an onboarding program rooted in talking early and often. HR and hiring managers should coordinate on details like start date and confirm that equipment is ready and team introductions happen on day one.
But managers should also keep communication open with new hires for several months into their first year. This can help close the gap between institutional knowledge new hires need to be productive and the experience they already bring to the job.
A big reason why is how long it takes a new worker to become productive. It’s not realistic to expect immediate results and expecting immediate workload release can result in mismanaging expectations with your existing employees and having unrealistic expectations of your new employee—essentially setting yourself up for more frustration.
If managers want the new hire to make a meaningful impact, managers need to prepare for how that employee will make a difference and ensure the right tools for success are available from day one.
We’ve all heard that engagement correlates with everything from productivity improvements, to lower turnover, to fewer accidents. Check out this recent article that answers why employee engagement is so important.
As a manager, you won’t know right away whether a new hire feels engaged, or if they’re happy with their decision to work for your company. Help your new hire understand the type of organization he’s joined, the culture, and where he fits. Sharing the company’s story, vision, and the employee’s context in it is also a great way to start communicating early and often. Don’t forget: communication is the number one thing employees report wanting from a manager.
Looking for more?
Download our eBook, A Manager’s Guide to Onboarding, and learn how to prepare your new hires for their first day, long-term success, and more.