Whether employees dive gracefully into a new job, or belly flop into their role, can depend on their onboarding. A refreshing and invigorating dive can make for a memorable experience, but a belly flop can cause a lot of pain and embarrassment. Starting a new job is like jumping into a swimming pool. Red flags include your employee underperforming or seeming disinterested and disengaged, or asking too many questions and seeming confused. As a first-time manager, it’s crucial to recognize the signs of ineffective onboarding so you can address an employee’s needs before it’s too late. This mentor can also provide guidance, answer questions, and offer support, making the new hire feel welcomed and valued. Designate a member of the team to be the go-to mentor or “buddy” for your new hire. Organize in-person or virtual activities that range from games to virtual workshops, all aimed at promoting interaction and engagement among team members. Fostering a sense of belonging is a critical aspect of this integration. Finally, check in with your new employee frequently to assess their progress, address any challenges, and provide support as needed. Design a training schedule that progressively helps your new hire understand their responsibilities and achieve their goals. These metrics should be measurable, relevant, and achievable. Next, put together performance metrics that align with the job description. Start by preparing a detailed job description including any specific tasks, responsibilities, and expectations you have for your new employee within the first three months. Addressing these gaps is vital for first-time managers to retain their teammates and maintain productivity. Reports show that disengaged employees cost businesses the equivalent of 18% of their salary. It could also make your employees less engaged at work. A poor onboarding experience can leave employees feeling uncomfortable, confused, and dejected. A recent survey found that only 52% of new hires feel satisfied with their onboarding experience, with 32% finding it confusing and 22% disorganized. Despite evidence that good onboarding matters, most managers and organizations don’t get it right.
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