We all make mistakes; I know I do! And when mistakes happen, I own up to them and view them as learning experiences, especially when it comes to keeping that new hire happy. It’s what makes us human, and more importantly, it’s what makes us better managers in the long run. Throughout my career, I’ve come to learn the importance of properly onboarding a new employee, especially in companies that don’t have a formal onboarding process.
When That New Hire is a Remote Employee
I recently hired someone who will mostly be a work-from-home employee. In doing my research, I learned that a remote employee will, on average, quit within 45 days of their start date. What happens is they begin to feel isolated; they feel that maybe they have made a mistake in taking the position, or that they’re not a part of the team.
That’s why it’s essential to establish clear goals when onboarding a new hire. Keep them engaged, and provide a roadmap of expectations for both parties. How long of a roadmap? For the best results, map out the coming year. It may seem like a lot at first, but if you break it down month-to-month, or even week-to-week, the plan becomes much more sustainable.
An added perk of adding someone new is the opportunity for team building and holding refresher training for current employees. Refreshers efficiently enable everyone to get back on the same level of understanding and collaboration. These training programs also allow your new hire to interact with the team.
If some corporate programs aren't part of your responsibilities, like how to enter PTO or explaining your company dress code and office conduct policy, familiarize yourself with these details, and share them with the new hire. Setting the tone early will help lessen any confusion down the road and also improves employee retention.