Successfully inducting your new starters

Recruitment Stats

With the New Year for a lot of companies come new hiring budgets and taking new staff on board, it's crucial to ensure that these new people are welcomed into the company so that they get the best first impression, they stay in the organisation for the long term and therefore they become the best advocates for your company and your clients.

15 January 2018

Companies across all industries are spending more on internal and external recruitment costs, the average cost of taking on a new employee is estimated at £3,000-£4,500. The Recruitment & Employment Confederation (REC) have estimated that the costs of replacing a poor hire with a salary of £42,000 is around £132,000.

Most managers are under constant pressure to save costs, one of the key areas is to ensure they hire the right person and that they stay for the long term, we've put together our top tips for successful induction;

  • Goals; Ensure on day one the employee understands their day to day role, what will be expected of them once they are fully trained - (although this should have been clear in the interview process!) What will their goals and objectives be, how will they be measured, how often will it be reviewed how will they get feedback on how they are doing.
  • Training and support; Ensure that they are properly trained and supported, with with a formal induction and systems and process training, followed by being provided with a 'buddy' doing the same role to shadow and learn from.
  • Development; Most staff come on board with ideas for their own development, for example a course or qualification they'd like to do that will improve their performance in the role. Ensure you are clear on how and when this will be done and what they are responsible for (for example you may offer to pay 50% of the costs or they may need to achieve certain goals to get it 100% paid). A mentor would also be great perhaps after they have finished their probation, someone at a more senior level in a different team or department to help develop their career in the organisation.
  • Strategy and Vision; Share the company mission with them, get them excited about where you are going and how important they and the team they are in are in this. Revisit this regularly to feedback how they, their team and the company is doing against the plan - monthly team meetings will help to keep them engaged.
  • Communication; Ensure they know you are here to listen to their feedback, how it's going for them, and adjust things if they need more support, keep them up to date with company and team news.
  • Feedback; We'd suggest weekly one to ones until they are fully trained and then these can be monthly or more often if the employee needs it as things progress, let them know your door is open they don't need to wait for their monthly one to one.
  • Ownership; Ensure they understand what they are responsible for and 'own', ask them to be creative, to come up with ideas to improve things. They should know when to refer to you for support/approval and when you are happy with them making decisions - no one wants to be micro-managed!

If you can put these steps in place and have regular one to ones and team meetings where you ask for and discuss feedback, this will ensure that you have an engaged employee who will be part of your organisation for the long term.

Sponsor and mentor other great people across your organisation, if you recognise talent that maybe someone else hasn't noticed then give them feedback, tell them you're impressed. Nurture your talent and they will in turn nurture your clients and your organisation.

Flexology offer Recruitment and Consulting services in Bristol and are the experts in Flexible Working in the South West.