The way employees are welcomed in an organisation goes a long way in winning their faith
For any organization which wants to test the effectiveness of its employee engagement strategies, turnover rate for new joiners is a litmus test. Recruitment is such an exhaustive exercise that recruiters often tend to relax after having finalized a candidate; in some situations HRD even starts taking them for granted once they join in, thus, limiting the entire engagement exercise to the mandatory induction process.
Money factor apart, candidates usually switch jobs in search of something that their previous organization couldn't fulfill or when the promises made to them aren't fulfilled. When they see this need of theirs not being addressed in the organization they have joined, they lose faith. This is where the real engagement factor comes into play. The way new employees are welcomed in an organization and the way they are supported and helped to become a part of existing systems goes a long way in winning their faith. Unorganized induction processes, confusion over role and responsibilities, lack of proper training sessions, unclear communication are a few of the reasons that make new joiners feel left out or not aligned to organization’s aims and objectives. Engagement exercises should begin the moment there is a new person on board. Whatever the organization’s induction process are like, it is imperative to tailor it according to their needs.
1. Start engagement exercises the moment a new employee is welcomed on board: Engagement exercises does not necessarily need to be a formal induction process. Give new joiners the time and opportunity to gel with people working in different departments.
2. Tailor training sessions according to different audiences: The purpose of training sessions and an induction process is to help new joiners connect to the organization and its systems. Different employees have different needs. Respecting these needs is vital to successful engagement. Training sessions scattered strategically over a period of one to two weeks may fetch better results as they help employees open up and give them sufficient time to adjust in new organization’s atmosphere.
3. They need clarity on role and responsibilities: One of the major turn-off factors for new employees is confusion over their role and responsibilities and lack of clarity in communication. Contradictory communication, frequent changes in profile within a few month of joining and no support system act as source of confusion. Timely induction and meet and greet events are a great way to provide them an informal opportunity to come to terms with it. It is always beneficial to have chalked out the role details beforehand.
4. Let them have fun: It is essential to give new joiners a quality experience to help them be at ease with the organization’s processes and atmosphere. The best way to make this adjustment easy is to engage them with work and give them space to perform.