In response to your request to develop an updated approach to onboarding new employees, the company’s Human Resources department is ready to offer a new program. Due to a large number of new hires coming in on a regular basis, a universal onboarding model is needed. For instance, Percolate’s experience shows that to facilitate one new subordinate, the plan in which responsibilities are described, decision-making is discussed, and occasional conversations are held can be made flexible.
This mode of interaction with new hires is favorable for both parties since the company provides comprehensive training for the new employee, and the person oneself receives the necessary support and demonstrates high motivation. In our company, this is impossible to implement an individual approach because ten new hires start together on the same day of the week.
By organizing personalized onboarding programs, the organization will have to spend much money on the work of curators, equipment, and other resources. Therefore, regardless of new employees’ positions, a single adaptation program should be compiled, which will help save budgetary funds and, at the same time, address the obligatory principle of corporate support for newcomers.
As such an algorithm for interacting with new employees, we suggest paying attention to a convenient model called ADKAR. This acronym includes such elements as awareness, which means applying personal capabilities, desire, or motivation, knowledge (professional qualification), ability (strengths), and reinforcement.
All of these components are critical aspects to consider when stimulating productivity among new hires. Moreover, this plan is relevant to any position because, despite distinctive responsibilities within the company, new employees face common challenges to cope with at the first stage. This includes networking with the team, presenting individual professional capabilities, and other integral factors.
Implementing this model will also help eliminate bias because the approaches to communication and support will be the same. To avoid conflicts among employees and disagreements regarding the rights and opportunities to count on management assistance, ADKAR will be introduced as a single algorithm for assessing the performance of newcomers.
As a result, conflict management, mutual understanding, equality, and increased teamwork are valuable prospects for implementing this onboarding model in our company and maintaining high productivity against the backdrop of new hires’ distinctive performance results.
To measure the effectiveness of this program, joint sessions with department heads should be held a month after the start of new employees. Due to the constant replenishment of the staff, these meetings should be weekly. This means that at the end of each working week, department leaders and line managers will organize meetings with new employees.
At them, responsible employees will present reports on the work done, and new workers will share their views on the issues they have faced. Such a feedback system is a powerful tool to assess potential challenges and achievements objectively and help workers exercise their right to express their personal opinions. The evaluation of the validity of the proposed model and its relevance to specific operational tasks will be identified both through individual views and a collective assessment.
The fewer negative reviews there are, the higher the effectiveness of such a technique. In addition, our organization will prove its neutrality towards the staff and maintain a positive image. As a result, the company will provide adequate support and onboarding to all new employees without exception.