Quotes About Onboarding

Onboarding starts with satisfying the most basic of Maslow's psychological needs: belonging. New hires shouldn't arrive to an empty cube and be forced to forage through corridors searching for a computer and the bare necessities of office life. A new hire isn't a surprise visitor from out of town. Plan for their arrival.

Zenefits is basically a service that manages all of your payroll, benefits, and associated HR details that come along with those. Dealing with new employee onboarding, offer letters, and managing that - and we do it for free.

Having to re-recruit, rehire, and retrain, and wait for a new employee to get up to speed is devastating in terms of cost.

The key to retention for all of these programs is what happens AFTER your new member joins.

Onboarding – How To Get Your New Employees Up To Speed In Half The Time

A good test for DevEx is how easy it is to onboard a new Developer to the platform.

Apologizing and backing that up with behavior change is normailzed in our organization from onboarding. While some leaders consider apologizing to be a sign of weakness, we teach it as a skill and frame the willingness to apologize and make amends as brave leadership.

For Phoenix, it takes us three or four weeks for new developers to get builds running on their machine, because we've never assembled the complete list of the gazillion things you need installed in order for it to compile and run. But now all we have to do is check out the virtual machine that Brent and team built, and they're all ready to go.

The first day, week and month of an employee's experience carries a lasting impression.

Famous sales coach and dear friend Jack Daly suggests, "Why don't you throw people a party when they start, instead of when they leave?" Sydney-based software firm Atlassian sends each new employee, whatever his or her position, to a resort spa the weekend before the start date as a way to celebrate the new job. The spouse or a guest gets to go along — making both new employees and their spouses raving Atlassian fans.

Sydney-based software firm Atlassian sends each new employee, whatever his or her position, to a resort spa the weekend before the start date as a way to celebrate the new job.

Yet few companies make proper use of this opportunity. Instead, the first days on the job often feel more like waterboarding than onboarding: no desk, no computer, no phone, the new boss is traveling, and the first assignment is shadowing an unenthusiastic colleague for two weeks.

How can we expect our employees to be extraordinary and differentiate the company if we use the same hiring and onboarding methods as competitors?

As CEO, I had a standing 30-minute meeting every Monday to greet and connect with new hires.

The lack of attention paid to an employee's first day is mind-boggling. What a wasted opportunity to make a new team member feel included and appreciated. Imagine if you treated a first date like a new employee: "I've got some meetings stacked up right now, so why don't you get settled in the passenger seat of the car and I'll swing back in a few hours?

Most companies overlook the most basic of all training functions: the onboarding of new employees into their corporate culture.

Joining a new company is akin to an organ transplant—and you're the new organ.

the third imperative for onboarding executives: ensure that you understand what the expectations for success are and that you can accept those goals.

To overcome these barriers and succeed in joining a new company, you should focus on four pillars of effective onboarding: business orientation, stakeholder connection, alignment of expectations, and cultural adaptation.

Accelerate the development of political connections. In effective onboarding processes, companies identify the full set of critical stakeholders and engage them before the executive formally joins the organization. Typically, a point person from HR touches base with the new hire's boss, peers, and direct reports to create this list. This point person also may encourage and support the transitioning executive in setting up and conducting early meetings with these stakeholders.

Leaders who are onboarding into new organizations must therefore focus on learning and adapting to the new culture.