
It’s no secret that the accounting profession has a talent shortage. The National Pipeline Advisory Group’s Accounting Talent Strategy Report points to a combination of causes for this shortage, from retiring Baby Boomers to the cost of higher education, low starting salaries, and concerns about work/life balance and workplace culture.
Too often, firms focus on attracting talent. However, firm leaders must also help new talent become fully engaged team members. New employees frequently feel like outsiders, need help getting information, and think they must spend months proving themselves before being trusted with meaningful assignments.
Many firms address this issue by developing new employee orientation programs but aren’t satisfied with the results. Part of that dissatisfaction stems from the fact that they believe orientation and onboarding are the same things. They’re not.
Orientation is a one-time event, whereas onboarding is a series of events (including orientation) that helps new employees understand how to be successful in their position and how their work contributes to the company’s strategic plan.
It’s time to advance to the next level and bring staff into the firm’s culture quickly and efficiently with more strategic and comprehensive onboarding.
What is employee onboarding?
An onboarding program includes:
Designing an onboarding process that is efficient, effective, representative of company culture, and—this is important—fun!
Developing and applying a comprehensive induction process for new hires
Emphasizing personal accountability through job performance that supports the strategic plan
The program should include the essential action items after the candidate accepts an offer to convey excitement and help the new team member transition into the firm. The onboarding program details how a new employee gains an understanding of their functional areas by providing the resources, contacts and tools necessary to assist in their knowledge of the business.
The goal of onboarding is to help new staff adapt to their new work environment and bring them to full productivity quickly and efficiently. The program is broken into four major components.
Vision and values. Activities and programs designed to acclimate new staff to the company’s current culture while helping them understand their role in the company’s strategic plan
Team building. Activities and programs 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.
Mentor program. Designed to help new staff build work relationships and navigate unwritten rules by pairing them with experienced peers.
Human resources orientation. Provides logistical information necessary for new employees to do their jobs. This includes benefits enrollment, tours of facilities, software training, etc.
Management training
Another major focus for many organizations is supporting managers in developing the skills necessary to create an inclusive environment for new employees. The responsibility for new staff members’ productivity, effectiveness and morale falls largely to their managers. To support them in this effort, develop a clear set of behaviors and responsibilities, with plenty of learning opportunities to ensure managers have the skills to meet expectations.
Some of the specific manager behaviors you should address in the management training are:
Building an inclusive and effective team
Coaching and counseling
Setting performance objectives
Identifying and addressing interpersonal dynamics
Effective communication skills
When managers receive support and training before the onboarding process, they can feel confident that they are providing appropriate information and helping staff feel like valued team members. An effective onboarding program will help new hires become productive, contributing members of your organization faster than ever.

Sandra Wiley, Shareholder, President of Boomer Consulting, Inc., is a leader in the accounting profession with a passion for helping firms grow, adapt and thrive. She is regularly recognized by Accounting Today as one of the 100 Most Influential People in Accounting as a result of her expertise in leadership, management, collaboration, culture building, talent and training.
Sandra’s role at Boomer Consulting, Inc. includes serving as co-director of the Boomer Leadership Academy as well as the Boomer Managing Partner Circle, the Boomer Talent Circle and the Boomer Learning & Development Circle. Her years of experience and influence as a management and strategic planning consultant make her a sought-after resource among the best and brightest firms in the country.
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