Research has shown that starting a new job is more stressful than moving house or foreclosing on a loan. HR managers are responsible for making the transition into a new company less stressful than it already is. That’s why employee onboarding is so important.
Typically, onboarding happens during their first week. The phase before and during an employee’s actual first day is called orientation. There’s a ton of misconceptions around orientation being part of onboarding: which is the most important, what tasks are associated with each, and so on.
He covers all you need from how an HR team could use Process Street to take a new hire from signing the offer letter, all the way through setup, orientation, paperwork, and system updates; basically, everything that needs to be done to consider them fully onboarded.
In the halcyon days, when Google was making the transition from a bedroom to a rented garage in Menlo Park, it won’t surprise you to learn they didn’t have a tight onboarding process in place.
For years, Google ran on a single, sprawling spreadsheet including a ranked list of the company’s top 100 projects. The projects were confusingly graded on a scale between “far out” and “skunkworks”, and the founders handled the process with a ‘who cares’ attitude.
Since that point, everyone knows Google has made leaps, not only in the Internet space, but also in the workplace. The company is the #3 world’s most valuable brandand the #3 best employer in America. They’ve made extremely effective tweaks to their hiring process over the years, but what isn’t reported as often is their approach to new employee onboarding — the process of getting a new hire equipped with everything they need to integrate into the company culture, work effectively, and succeed.
The wackier aspects of Google’s orientation process are widely known. We’ve heard about the Noogler beanies with motorized propellers, and the Mountain View all-Noogler TGIF meetings where the founders “just come in and make some dad jokes”. The inner workings of the process, however — the parts that make it so notoriously effective — aren’t as obvious.
In this article, I’m going to run through the nuts and bolts of Google’s ‘just in time’ employee onboarding process, and some of the supporting events that happen during.
You’re an HR department of one (and a bit). You have a PEO (professional employer organization) for support, but basically, it’s just you handling the day-to-day.
The CEO says he needs a new role filled ASAP with a list of qualifications. Filling the role will be a challenge, sure – but it’s not the main problem.
How are you going to get this new hire up-to-speed thoroughly in as short a time as possible when you don’t have any sort of standardized structure for doing that?
Simple: Build one.
Easy for me to say, right? It’s my job to build processes; I do it all the time. And that’s true. At Process Street, we do build processes all the time. Sometimes just for the heck of it. You might even say we’re pretty darn good at it.
This means – that’s right – we’ve already built the process you need. You can thank us later. Meanwhile, check out the rest of the post and exactly how you can optimize your onboarding so everyone has a good experience:
Health and wellness experts are experiencing 10x higher profit margins thanks to the strategies offered by the premier community, Mindshare Collaborative.
Mindshare Collaborative was founded by JJ Virgin, a New York Times best-selling author, celebrity nutrition expert, and Fitness Hall of Famer. Virgin started the company to give the information and support needed for health and wellness experts to build a successful brand and grow.
Mindshare has generated over $50 million in book advances and has helped launch more NYT bestselling books, podcasts, summits, and docuseries than any other health group.
Process Street is a vital part of Mindshare’s offering, and we spoke to some of Mindshare’s top clients to find out how we have benefited them. Continue Reading
Process Street is dedicated to helping our users improve their business operations, and employee onboarding is a prime focus area. On this, we’re surprised to learn that some of our customers have been using Excel for employee onboarding.
According to Harvard Business Review, companies – on average – lose 23% of their new hires after one year. A more thoughtful approach to employee onboarding can dramatically improve this statistic for your organization; and for that, we say, get off Excel.