Great people are employed as a result of their track record of success and suitability in terms of skills, qualification, knowledge, and previous experience. In spite of these track records, organisations still encounter problems with new hires not living up to expectations. It has been shown that 70% of people who leave prematurely, usually within the first year, leave due to lack of effective on-boarding.
Evidence has shown that the first three months are essential in entrenching the right behaviours and establishing the connections necessary to help new hires on-board successfully. Contrary to popular belief, on-boarding is not socialisation nor the process of ensuring the individual is assigned a work station, computer, and business collateral. It is the opportunity an organisation has to effectively transition the individual into their culture, empowering and enabling them to provide the same (or improved) significant impact on the new organisation that got them hired in the first place.
Research indicates that there is just a three week window of plasticity in which a new hire’s perception of the organisation can be moulded/re-moulded. These impressions begin to form from the time they are interviewed until the end of their first or second week of employment which can be reinforced or altered, for the better or the worse.
Mindcor’s bespoke interventions help organisations realise that the assumptions that new hires are learning oriented and existing employees are welcoming are, in fact, both wrong. Leaving on-boarding to chance based on the assumption that the team will openly embrace the new recruit, and that the new recruit will dive in and learn everything themselves, is a recipe for disaster.
The customised interventions that we offer our clients focuses on the first 100 days of employment, beginning before the first day of work. These interventions are geared to align the individual with the team, leadership, and other internal stakeholders. Mindcor focuses on linking back to the employee value proposition, entrenching a culture of collaboration, aligning the new hire’s role with the existing strategic objectives, and fast tracking the process so that the individual feels that they are making a contribution as soon as possible. This, in turn, enables the organisation to realise a speedy return on investment.