Employee Orientation or On-Boarding?

These new programs include:

• Designing a process that is efficient, effective, fun, and representative of the Firm's culture
• Developing and applying a comprehensive induction process for newly hired employees
• Developing a program that emphasizes personal accountability through job performance that supports the overall strategic plan

The program is designed to formalize the essential action items after an offer has been accepted to convey excitement to the new employee. In addition, the program is designed to help new employees transition into the firm. The "on-boarding" program details the ways by which a new employee gains an understanding of his/her functional area(s) by providing the resources, contacts, and tools necessary to assist in their understanding of the firm.

While our industry has a challenge in attracting new talent, they also need to be aware of the importance of helping that new talent become full team members. Often, new staff confide that they feel like outsiders. They have trouble getting information and often spend months proving themselves to teammates before being trusted with meaningful work assignments.

Much of the time, new employees of the firm are younger than existing staff members. In addition, firms may be hiring more women and people of diversity than ever before. Thus, in addition to facing barriers just because they are new, many new hires have very different outlooks and working styles from the more seasoned staff. This adds to the challenge of creating an environment that supports and includes the diverse array of people now working in our industry.

The goal of the "New Employee On-Boarding Process" is to assist new staff in becoming oriented to their new work environment and brought to full productivity quickly and efficiently. The program is broken into four major components.

1. Vision and Values–activities and programs designed to acclimate new staff to the firm's current culture, while helping them understand their responsibility in the firm's ongoing strategic planning effort.
2. Team Building–activities and programs designed to help new staff become full members of their work teams as quickly and productively as possible, alleviating ambiguity and setting the tone for strong working relationships.
3. Mentor Program-designed to help new staff build work relationships and navigate unwritten rules by pairing them with experienced peers. This system will enhance team building, vision and goals.
4. Human Resources Orientation–provides logistical information necessary for new employees to do their jobs. This includes benefits enrollment, tours of facilities, information on software packages, and so on.

Another major focus at many firm's is the effort placed on supporting managers as they develop the skills necessary to effectively create an inclusive environment for new employees.

The responsibility for new staff members' productivity, effectiveness, and morale falls largely to the managers. To support them in this effort, additional training will be needed. A clear set of behaviors and responsibilities must be developed, with plenty of information and learning opportunities to ensure that managers have the skills to meet the requirements set for inclusive behavior.

Some of the specific manager behaviors that should be addressed in the Manager's training are:

1. Building an inclusive and effective team
2. Coaching and counseling
3. Setting performance objectives
4. Identifying and addressing interpersonal dynamics
5. Effective communication skills

With all of the support and information that they receive before the On-Boarding process, managers feel confident that they are providing appropriate information and staff feel like an important member of the team in less time than ever before. In addition, the entire on-boarding program will help to bring new staff on quickly and more productively than ever before.