5 Biggest Costs of Making a Bad Hire
10 Best Questions to Ask an Interviewee
5 Tips for Training New Hires
Five Onboarding Tips New Hires Will Thank You For
Tips for a Better New Employee Orientation
Onboarding Tips for Your New Hire’s First Day, Week, and Month
What hiring manager hasn’t made a decision about hiring someone that unexpectedly went wrong? The challenge in recruiting and hiring people for your company is that you want a “win” every time. And while it’s a great goal to have, the reality is that we’ve all made a “bad hire” before and the cost impact of that decision can be far reaching particulary in a small business where there are fewer employees who make up on organization.
Here are the top five costs of making had hire you are sure to see:
1. Daily impact on employees
It goes beyond the immediate department where an employee works. While that particular department may see a more pronounced negative effect, the impact of even one bad hire can send shock waves throughout the culture of an entire company. Having a bad hire continue in their ways will eat away at the daily experience your employees encounter.
2. Loss of retention
People don’t always think about this aspect of a bad hire, but your perforners may leave your company if they feel this is the type of person you are willing to bring on to work with them. I’m not talking about someone who is simply a “bad fit,” because they may be able to find another role in your organization. I’m talking about someone who just doesn’t do the job well overall.
3. We become jaded
Once we have our focus turned and we look at the negative side of employees, it becomes ingrained in how we lead. We may become disheartened after a bad hire experience and think “everyone” we bring in after them will fail also. Of course, it isn’t true, but beware of the pendulum of negativity that may come after making a bad hiring decision.
4 Hiring managers may question our ability
The relationship between HR and hiring managers is only as good as the last hire you had. That may not seem fair, but it’s a reality. While this can be a factor that helps build your relationship, one bad hire can make things a little tenuous. It’s a challenge.
5. The cost of hire becomes a barrier
HR is already seen as cost center in organizations, so when bad hires happen, that cost is put in the spotlight…..and not just tangible costs. It can affect our reputations and be a deterrent to the good work we regularly provide.
Bottom line…don’t be freaked out about these hidden costs. Do reflect on how a bad hire affects your organizations and be diligent in doing your best to see this rarely happens. In other words, make YOUR hires, count.
When it comes to job interviews, preparation is key. But, that doesn’t just apply to the candidate—it’s equally important for you as the interviewer. This conversation is your chance to determine whether that applicant is a solid fit the position, your team, and your company in general. However, that information is really only revealed if you know the right questions to ask an interviewee.
So, what should you be sure to ask? Here are 10 good interviewing questions to put to work in your next sit-down with a potential employee.
1. What One Skill Makes You the Most Qualified for This Position?
While things like culture fit are important, your focus first and foremost is to find someone who possesses those necessary cut-and-dried qualifications to fill that open position. That’s why a question like this one is so important. Not only do you get to hear more detail about what that candidate considers to be his core competencies, but it’s also a chance to confirm that he has the appropriate understanding of everything the role entails. For example, if he touts a skill that’s impressive—but totally irrelevant—that’s a red flag that you’re not on the same page about the major duties of that job.
2. To Date, What Professional Achievement Are You Most Proud of?
Candidates show up to interviews with a goal of impressing you. So, chances are, that applicant is armed and ready with a few major accomplishments up her sleeve. Whether it’s an award, a certification, or a big project that went exceptionally well, asking the interviewee what in her professional history she’s proudest of will give you a better sense of where her strengths really lie.
Plus, this question offers the chance for her to expand on something she feels good about—which can ease her nerves and help to boost her confidence going into the rest of the interview.
3. Can You Tell Me About a Time When You Overcame a Challenge?
You know that most job seekers absolutely dread these behavioral interview questions. But, that doesn’t change the fact that they’re an effective way for you to gain a better understanding of how that person’s experience translates from paper to the real-world. This specific question is a popular one, and for good reason. Starting a new job isn’t a walk in the park. And, even after that new employee is established, he’s bound to deal with some roadblocks every now and then—whether it’s a conflict within his team or a project he doesn’t quite know how to get started on. Getting a grasp on how that person copes with—and, more importantly, tackles—difficult circumstances will help you zero in on the very best fit for that open role.
4. How Would You Describe Your Own Working Style?
While you don’t want to build a completely homogenous team, you do need to make sure that new additions are able to work in a way that doesn’t throw a major wrench into the way things already operate. For that reason, it’s important that you ask each candidate about her working style. Does she take a really collaborative approach or would she rather work independently? Does she perform well with a lot of direction or is she more of a self starter? This insight into how each applicant prefers to handle his or her work will be invaluable in determining not only the right match for that job—but for the entire team.
5. What Three Words Would You Use to Describe Your Ideal Work Environment?
In a similar vein, it’s smart to ask what that candidate prefers in terms of atmosphere to ensure you find someone who can not only survive—but thrive—in your existing culture. Perhaps he states he likes a quieter environment with lots of heads-down work. If your office is extremely fast-paced and high-energy, that could cause some friction. Or, maybe he explains that he prefers a lot of structure and predictability—which there isn’t a lot of in your laid-back startup where everybody wears a lot of hats. For better or for worse, this question will at least help you determine whether or not that applicant would feel comfortable in the work environment you’ve already fostered.
6. If Hired, What Is the First Thing You Would Tackle in This Position?
This is a great question to ask in a later interview round, when you’re choosing between the final candidates that you’ve narrowed down. This one is effective for a couple of reasons. First, it’s yet another opportunity to confirm that the interviewee has the right understanding of all that position will be responsible for. Secondly, it gives you the chance to understand her priorities. What does she believe should be at the top of that position’s to-do list? Last but not least, a question like this one means you can extend beyond the generalities that often come along with interviewing and get some insight into how that candidate would actually perform in that role.
7. Why Are You Leaving Your Current Employer?
Here it is—yet another question that is sure to make every job seeker cringe. Nobody wants to seem like they’re bad-mouthing a previous boss or employer, which makes this one tricky for applicants to answer. However, posing this question will give you some greater insight into that person’s professional history—as well as help you to identify any red flags (ahem, complaining endlessly about his boss, for example) that might indicate that candidate isn’t the best one for the job.
8. What One Skill Would You Like to Improve and What’s Your Plan for Doing So?
If you’ve previously been relying on that cliché “what’s your biggest weakness” question, give this one a try instead. Rather than asking an interviewee to point out her flaws and poke holes in her own candidacy, you can turn the tables by focusing on areas of improvement. Additionally, the second half of this question gives that applicant a chance to redeem herself, so to speak, by explaining what action plan she has for continuing to grow and develop within her own field.
9. What Excites You Most About This Position?
Skills can be taught, but there’s one thing that can’t be: enthusiasm. When an interviewee is truly excited about an opportunity, that typically translates into excellent work and greater longevity with your company. Ask that potential employee about what initially attracted him to the position. What makes him most excited about the prospect of working there? Doing so will not only once again confirm his grasp of the duties of the role, but also give you a chance to figure out what aspects of the job interest him most.
10. What Do You Like to Do Outside of Work?
This isn’t one of the most common interview questions. But, it’s important to remember that you’re hiring an entire person. You want someone who will be able to connect with you and your team—not a robot who is incapable of forging bonds, sharing interests, and building relationships. If you feel uncomfortable asking a question like this one in the formal setting of the actual interview, work it into small talk before or after your sit-down. You’ll have the opportunity to connect with that candidate on a more personal level, while also getting a more holistic view of what makes her tick.
While the job seeker is on the far more nerve-wracking end of the table, job interviews are enough to inspire some anxiety in you as well. You want to make sure you ask the right questions to really zone in on the best candidate for that open job. Even though there are plenty of interviewer tips out there, you want to have some handy prompts in your back pocket that you can use to get the most valuable information out of that short conversation. So, remember these 10 interview questions to ask, and you’re that much more likely to find the perfect fit.
This article is from The Muse.
Starting a new job is probably one of the biggest transitions we experience as adults. Yes, it’s exciting—but it’s always a little reminiscent of the first day of school: a blend of stress, nerves, and pressure to remember a whole bunch of new stuff. So, needless to say, when you have a new employee, the way you welcome him or her onto your team will make a crucial first impression. That means, even if your company provides formal training, it’s just as important to incorporate some activities of your own as well.
Here are a few ways to help a new employee adjust—ways that are much less overwhelming, arguably more helpful, and definitely more fun than the traditional onboarding processes.
1. Play Tour Guide
It’s standard for a new employee to get a tour on the first day, where the typical highlights include the restrooms and the cafeteria. But it’s also important to show a newbie the lesser-known locations—the mailroom, the security office, and, of course, where to find the best coffee. (This hits close to home—I once started a job where it took me two long weeks before I finally found the microwave!) Work with your colleagues to create a short list of places worth a visit, and include them as part of your introductions.
2. Make Connections
When a new person joins your team, it’s natural to introduce her to people. But think about how you feel when you meet a million people in the same day: It’s pretty tough to remember all those new names, roles, and faces. To make introductions a little more strategic, put together a list of key contacts to meet, and provide some background on each of person—name, title, and role with the company. Write it all down, and give it to her. If you know of any common ties between your new team member and another person, call that out, too (for example: they’re both huge baseball fans, or both have young children). This little cheat sheet will be a seriously helpful way for her to remember new contacts and kick-start the process of building relationships.
3. Wine and Dine
This one’s a bit of a no-brainer, but make sure your new employee has lunch plans her first few days on the job, with you or with other people you think she should meet. Nothing feels more lonely than sitting alone in a new cafeteria, unsure if you were supposed to bring your food or if you missed the team lunch run. You can also plan a happy hour for her second or third week—a good chance for her to get to know others in a casual setting.
4. Provide Resources
Pull together a list of go-to resources for new employees to explore—things like annual reports, the company intranet and website, and any recent marketing materials. While it may sound painful to thumb through old files, reports and presentations from years past are valuable tools to help someone get acclimated before she gets off and running. (Just make sure you’re not providing too much at once, or you may get a deer-in-headlights reaction.)
5. Be Available
Finally, remember that it’s natural for anyone to get confused or frustrated when they’re faced with a steep learning curve. So make yourself available a few times a day to check in, and encourage her to ask questions. The more comfortable you can make your employee feel in her new environment, the faster she’ll feel like a part of the team (and the faster she can start really diving into her work).
Starting a new position is stressful for anyone, but as a manager, you can make the transition a whole lot smoother. Take the time to help your new employee feel welcome and comfortable and support her as she learns the ropes of her new gig. Remember: the more time you’re able to invest in the beginning, the faster you’ll have a dynamite team member—and the better off you’ll start your relationship with her.
This article is from The Muse.
So, you sent an offer letter, the candidate accepted, and now you’re ready to sit back and congratulate yourself for a job well done. Your bit isn’t over just yet. You’ve still got to onboard. For new hires, the first few days are hugely important to their future work performance, their job retention, and their overall satisfaction. Research conducted by IBM found that when employees have regrets about accepting a new job, they are three times as likely to leave. However, positive employee onboarding experiences can be a crucial first step for everyone you welcome into your organization.
But before you drop a payload of paperwork on your new hire all at once, here are five ways to maximize your onboarding, and keep new employees happy and excited about their career decision.
1. Start Onboarding Before Day One
This one sounds like a no-brainer, but you’d be surprised at how many companies wait until the last minute—or the day of—to start onboarding a new hire. The fact is, the sooner you begin, the more up to speed your new employee will be before he or she starts. It’s important to consider your employer branding—if you’re giving new hires the silent treatment between the offer letter and their first day, you’re already sending them the wrong message. Personal touches like an email that walks them through their first day, a welcome pack with a personal note or card, or even a phone call from a manager, can help ease anxieties.
More pragmatically, the time before a new hire starts is prime to begin the dreaded paperwork process. No one wants to spend their first few hours, or days, sitting in HR working their way through a mountain of forms, so send them important documents such as employee handbooks, I-9s, payroll forms, and non-disclosure agreements beforehand. Even better, set up a portal that contains digital versions of important documents that employees can complete during downtime, or throughout the week, rather than in one long sitting.
2. Make the Process Cross-Departmental with Collaborative Onboarding
Pairing up your new hire with a seasoned employee to teach them the ropes is a tried-and-true method, but maybe it’s time to try a collaborative approach, which builds rapport with other teams much faster than one-on-one onboarding. It’s a challenge for any one department to know the answer to every question to arise during onboarding, so it makes sense to rely on each team for their area of expertise—HR knows compliance; management knows performance expectations; coworkers know the day-to-day, and IT knows how to get equipment up and running.
Social-media-manager app Buffer assigns every new employee three buddies during their onboarding—leader buddy, role buddy, and culture buddy—as a way to give “a variety of interactions within and outside of their core areas”. This allows them to see how their new role fits in with the larger company structure, and can lead the way to future collaborations between departments, especially if your new hire comes in with strong ideas for projects or improvement.
3. Arrange One-on-One Time with Direct Managers
According to a recent LinkedIn survey, which polled 14,000 global professionals about preferred onboarding techniques, 96 percent responded that spending one-to-one time with their direct manager is the most important aspect of their onboarding experience. Entry-level and veteran hires benefit from learning about their responsibilities and expectations, and it gives them an opportunity to lay a solid foundation for a key work relationship. Studies show that greater supervisor support in a new hire’s first 6–21 months result in greater job satisfaction, higher engagement, and quicker salary increase over time.
4. Set Expectations and Goals Early
Uncertainty about job expectations and performance goals is a new hire’s worst enemy, which is why steps like establishing a relationship between new employees and direct managers are crucial to a new employee’s success. According to LinkedIn’s survey, understanding performance goals was the second most important aspect of onboarding. Setting goals and communicating them at the outset allows new hires to evaluate their own progress during their first few months. A formal performance review will help keep new employees on target, and allow for any course correction early on.
It’s also important you listen to new hires’ understanding of the goals and expectations. Maintaining communication will encourage even the most timid of new hires to voice honest feedback about what is or isn’t working for them—and may point out problems in your organization you didn’t know were there. SHRM reports that 38 percent of employees felt that when leaders dismiss their ideas without entertaining them, they tend to lack initiative. Don’t underestimate or waste a fresh perspective by discouraging open communication and feedback.
5. Double-Down on Company Culture, Values, and Principles
Eighty-one percent of new hires fail due to a lack of cultural fit, so proactively broadcast your company’s culture by sharing content on the company’s social media channels, include new hires in meetings or events, or feature the company history in the employee welcome packet. Be sure that your company’s Employee Value Proposition, mission statement, and guiding principles are all aligned.
At Zappos, employees who complete the five-week course focused on the company’s culture and values are offered around $4,000 to quit if they feel like the culture is not the right fit for them. Why? The company knows that poor cultural fit will impact employee engagement and performance.
Turning new hires into lasting employees isn’t rocket science, but with a thoughtful approach to how you onboard, you can set up your organization—and your new coworkers—for both short- and long-term success.
This article is from SmartRecruiters.com.
Your new employee orientation is a make ’em or break ’em experience, for a new employee. At its best, the process of new employee orientation solidifies the new employee’s relationship with your organization. It fuels their enthusiasm and guides their steps into a long-term positive relationship with you. It helps you retain the employees that you most want to keep. Done poorly, your new employee orientation will leave your new employees wondering why on earth they walked through your door. This lays the foundation for a negative employee experience of your job and organization—why go there when the war for excellent talent is escalating?
Picture this scenario, which plays out every day in organizations. Your company’s new employee orientation program has slick, pre-printed handouts. The program’s savvy, friendly presenter uses good visuals such as overhead transparencies and a white marker board. Participants receive a guided tour of the facility. The hundred-page employee handbook is safely tucked under their arms. Yet the average employee feels bewildered, overwhelmed, and far from welcome. Not your intention at all! What’s missing? How can you take your program from simply orienting to integrating your new hire?
Remember That Your New Hires Are Human
Many new hires question their decision to change companies by the end of their first day. Their anxieties are fueled by mistakes that companies often make during that first-day new employee orientation program. These common mistakes include:
– Overwhelming the new hire with facts, figures, names and faces packed into one eight-hour day;
– Showing boring orientation videos;
– Providing lengthy front-of-the-room lectures; and
– Failing to prepare for the new hire by providing appropriate equipment such as a laptop and adequate assignments so the new employee feels as if they have jumped right into the work of the new job.
Before you completely revamp your present new employee orientation process, ask yourself the following question: “What do you want to achieve during new employee orientation? What first impression do you want to make?” A company’s positive first impressions can cement the deal for a newly recruited employee. Those positive strokes can also speed integration and productivity. Research shows that good orientation programs can improve employee retention by 25 percent.
The Ideal Orientation for Your New Hires
Dr. John Sullivan, head of the Human Resource Management Program at San Francisco State University, concludes that several elements contribute to a world-class new employee orientation program. The best new employee orientation:
– Targets goals and meets them,
– Makes the first day a celebration,
– Involves family as well as coworkers,
– Makes new hires productive on the first day,
– Is not boring, rushed or ineffective, and
– Uses feedback to continuously improve.
Make Employees Say During NEO: I Am Welcomed, Therefore, I Belong
Most organizations are great at celebrating the departure of a beloved coworker. Why are organizations often so awful at welcoming a new employee? Think about arranging a party to welcome the new employee. Celebrations produce enthusiasm. Have you experienced starting a new job only to have your coworkers and supervisor ignore you during the first week? If so, you understand the effectiveness of even a little enthusiasm. Some simple celebration methods might include a letter of welcome signed by the CEO, a company t-shirt signed by all department members, and a cake with candles on the employee’s first day. Involve families in the celebration. Schedule a welcome luncheon or dinner for spouses and families during the employee’s first month.
Old-fashioned welcome wagons were once used to deliver goodies to new members of a community. You can establish your own welcome wagon. Freebies that aid the new hire in his job will reinforce the belief that company employees are glad he is there and want him to succeed.
As an example, a map showing nearby eateries is helpful and appreciated. (An invitation to lunch from coworkers each day during the employee’s first week is even more welcoming.) Go one step further than providing a map of the facility and the parking lot. Provide your new person with a photo of himself in the parking lot, in front of the company sign. Visuals have a great impact.
Prepare for Instant Productivity From Your New Hire
Employers frequently overlook the most fundamental question of the new recruit. He wants to know how his work impacts his department and ultimately, the company. Your new employee orientation should include an overview of each department’s function. Include information about what specifically goes into each department (inputs) and what comes out (products).
Provide examples of how these functions relate to the employee’s job. Spend some time during the new employee orientation allowing each person to examine how his new job and its responsibilities fit in. Discuss the expected contributions and how they will help the company. Be sure to point out how new employees can offer feedback for making improvements.
Examine your new employee orientation program from the perspective of the new employees. Anticipate their anxieties, as well as their questions. Provide a glossary of company acronyms, buzzwords, and FAQs so they don’t have to ask the most basic questions.
Distribute a help source card that provides the names and email addresses of people who are pre-designated for questions. You may also want to assign a departmental mentor to assist with questions and the new employee orientation process during the employee’s first month.
Manage the Integration of Your New Hire
Ideally, the new hire’s immediate manager will participate in part of the new employee orientation. A fun way to incorporate the supervisor is in the style of the old “Newlywed Game.” The supervisor has to guess how he thinks his new employee will answer questions. If answers match, points are awarded for prizes.
For an effective new employee orientation process, many companies expect the supervisor to provide the departmental, and work-specific orientation. The Human Resources department handles the company overview, the handbooks, the benefits, and other basic information. But, then, the supervisor takes over.
On the first day, a new employee should meet with his new supervisor. The meeting should include a plan for specific training. Both the supervisor and the new employee are encouraged to share their expectations for the job, including fears or reservations each may have. The manager keeps the meeting positive and adjourns with the new hire started on a meaningful assignment.
Avoid the mistake of allowing the new employee to sit idle. (In some organizations, the Human Resources group helps with the design of a checklist, which assists supervisors to provide a thorough orientation.)
Evaluate the Success of the New Employee Orientation
Good training programs ask for participant evaluations. At the end of your new employee orientation, offer a brief, five-question survey focused on the presentation.
Follow up with a survey that focuses on content in ten days or so. Encourage feedback about what information the new employee would have liked to have received during the new employee orientation program. Find out what information was overload or unneeded. Incorporate the suggestions to improve your new employee orientation program.
First impressions of your organization, both good and bad, are made the first day. Decide the objectives of your new employee orientation program. Meet those objectives honestly and positively. Successful integration will happen only if your new employee decides he has made a wise decision to join your organization. Your effective new employee orientation can help make or break that decision.
This article is from The Balance.
Your company needs a thoughtful onboarding plan, otherwise your new hires won’t settle in properly and may wind up quitting after just a few months. That much you already know. But how should you structure their experience? Here’s how to schedule some of the most essential tasks and interactions before and during your new team members’ first few weeks on the job.
BEFORE THE FIRST DAY
Finalize the paperwork. Don’t mistake onboarding for orientation; done right, onboarding starts before a new employee’s first day and can last for several months. Since we want our new hires’ first day on the job to be as exciting as possible, we deliver all the standard HR paperwork before they even show up, and ask them to return it before their actual start date. You should also consider collecting more than just Social Security numbers; ask new hires to share some fun info that you can use to make them feel welcome and connected: Where did they grow up? What are their hobbies? What’s their favorite snack?
Share logins to tech tools. The same goes for onboarding to all of our systems and technology platforms. Our company use a complex web of powerful SaaS tools, layers of documentation stored in the cloud, as well as security protocols to keep our information as safe as possible. Before day one, we give our new colleagues limited access to many of these systems, so when they sit down at their desks on that first day they’re already set up and ready to work.
THE FIRST DAY
Personalized introductions. On Day 1, we like to make a proper introduction on Slack to the rest of the team. But something like, “Team, this is Sally. Sally, this is the team,” is pretty lame. Our managers use the personal information we’ve collected to paint a more human portrait of our new teammate. As a result, new hires can expect their favorite snack to be waiting for them on their desk–or delivered to their homes if they’re working remotely–typically with a handwritten note from one of their new colleagues. It’s a surprise-and-delight moment that makes each new team member feel welcome.
THE FIRST WEEK
Schedule meetings with key colleagues. This gives new teammates a contact in all relevant departments. At my organization, new hires arrive to find their calendars preloaded with these meetings, along with notes on what they need to learn from the people they’re meeting with. Since department silos hurt work cultures and tamp down productivity, the goal here is to make sure new employees understand early on how other departments function and what they contribute to the larger mission. Problems tend to get solved a lot faster when that’s the case.
Discuss the big picture. In their first week, new employees also have a one-on-one meeting with a tenured member of our team, who shares a presentation explaining the big picture of what we do, and how every department plays a role.
THE FIRST MONTH
Set up a centralized knowledge repository. New hires have to take in a lot of information, so to help we archive organizational knowledge in a wiki-style platform for future referencing. It’s an important resource for all employees–both newbies and veterans. We use it to house all of our onboarding materials, HR policies, and even notes and presentations from important all-hands meetings. Give your new hires access to these resources the day they start (or earlier), but it’s in their first month or so that you’ll really want to encourage them to tap into them.
Check in after 30 days. At the end of their first month, new team members at my company chat with a senior leader to see how things are going. That includes soliciting their feedback on the onboarding process itself, so we can make it even better. We also ask them to come prepared with questions about specific systems and processes, weaknesses they’ve seen in certain procedures, and ways they think the organization can improve.
This is by no means an exhaustive calendar of all the activities, tasks, and conversations that should take place in a new hire’s first month on the job. But in my experience, it’s a good outline of how to space things out. If you can get new team members up to speed quickly without overwhelming then, there’s a higher chance they’ll stay put–and succeed–for months and years to come.
This article is from Fast Company.