Finally, you've filled a key position in your company. However, as the search and selection process conclude, so begins a new process that is at least as important and sensitive: integrating the new employee into your company!
Particularly in the case of managers who have previously been active in a different company for several years, the risk of failure at the new company must not be underestimated. Established routines disappear, familiar colleagues are replaced by new faces, and the reality of the new situation means that the reasons for making the change are put to the test. Questions, uncertainty, and even anxiety can cast a shadow over this period of change.
Professional companies therefore leave nothing to chance, including when it comes to the integration of new managers and specialists.
Common problems with the onboarding phase:
- Lack of concretization of work tasks and tangible expectations by the superior
- Insufficient preparation of organizational details (e.g. properly equipped workplace)
- Forget about social integration of new associate, getting acquainted with unwritten rules, informal leaders, and eminences, socializing over coffee
- Forgotten agreements or promises from the employment process
- No concrete induction plan
- Lack of mentoring by co-workers or insufficient regular feedback from the mentor or supervisor
- There is no development plan for individual promotion
A well-designed and thoughtful concept and plan for onboarding represents a significant strategic advantage in attracting new employees in a competitive labor market.