Once recruitment is complete, a new period begins for the HR teams known as "onboarding" or "integrating a new employee". Not always a priority on the HR teams' agenda, it is only very recently that the fundamental role of this integration period has been highlighted. Indeed, managing this period well makes it possible to integrate a new employee in the best possible way, and to ensure that he or she does not leave immediately. According to a study carried out by LinkedIn, 4% of employees leave their company on the first day, while 22% leave during the first 45 days.
So how can HR teams best manage this process, and more importantly, what is the ideal schedule for integrating an employee?
First of all, it is important to know that the integration process is collaborative; it is not just the HR department that has to take care of it, but several members of the company. It is therefore important to involve :
- The manager, who must ensure the presentation of the objectives of the position, communicate training documents and make himself available on the day of arrival ;
- The buddy or mentor, who does not play the same role as the manager and who is there to ensure that the integration goes smoothly;
- The IT/CTO manager, whose role is to allocate the right equipment and provide login information for the various applications (Gmail, Slack, etc.) used in the company;
- The key people in the company, who will present their role and their precise mission.
But in concrete terms, what is the ideal schedule for a newcomer to the company?
We will focus on the typical schedule for the first week of an onboardee, with a breakdown of the different tasks to be carried out:
- A presentation of the new recruit to all the people in the company if possible (for small structures) or at least to a significant number of the company's employees.
- A presentation of the integration schedule by the manager or the HR manager.
- An immediate introduction to the company's product with account creation and intensive use. This is a key point for all companies wishing to develop a product culture within their structure.
- A presentation of the company's values and culture, ideally by the CEO. In addition to this, a corporate "directory" can be made available to the employee in order to visualize all the members of the organization.
- A presentation made by each division director on his activity and organization. These points can be naturally spaced out and are linked to the availability of the different cluster managers.
- It is recommended that the newcomer be offered a concrete task to accomplish: write an article, update a database, make a presentation, etc.
- A point with the IT manager to retrieve all the elements related to the employee's connectivity (equipment, applications, etc.).
- A meeting with the manager at the end of the first week to make sure that the integration is going as smoothly as possible, but also to collect feedback from onboardee.
Below you will find an example of a typical schedule designed by our teams that you can adapt to your company:
Then, during the first month of integration, here is a recommendation of tasks to follow:
- Weekly update with your manager on your business objectives;
- Regular meetings with the sponsor to follow the integration;
- Attend the first training sessions;
- At the end of the first month, an astonishment report can be sent to the newcomer, of which you can download an example here ;
- And then, why not ask the newcomer to solicit his network in order to develop the company's activity for the most dynamic ones? :)
Another good practice in integration planning consists in not assigning a precise date or time, but rather a notion of a week, in order to let the newcomer take the initiative himself to set the date and time of the appointment.