When new internal and external hires are set up for success, it reduces the time to proficiency in the role. Beyond the paperwork, your onboarding strategy should include education and training for the job, as well as socialization activities so new employees quickly become part of the organizational culture. Learn the steps you can take to streamline your new hire processes, manage new employee data, and use onboarding to extend the candidate experience into the employee experience.
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This is the blog post I never expected to write. Really. For most of my working life I’ve been blissfully oblivious to women’s workplace challenges. I am just another garden variety dunderheaded guy, prone to ignoring and dismissing women’s issues, and admittedly, sometimes women.
I’m not a big fan of leadership theories or any of the mysticism that surrounds what makes a great leader. Yes, we need people to direct employees and inspire others in the organization (personally, I think the second one comes from individual employees, but that’s a topic for another blog post), but exotic hypotheses about how this works have not been supported.
New employees form their opinions about your organization through their early experiences, which determine their loyalty and motivation to stay with your company.
Starting a new job can be a stressful time—but with the right onboarding experience, it doesn’t have to be.
Mistakes. Everyone makes them, from entry-level employees to C-suite executives. What separates good employees from great employees is how they handle their mistakes. Mistakes are not just occasions to be shrugged off. You should not beat yourself up over them, but they do create a perfect learning opportunity because they shed light to the areas you need to improve on most.
A lively panel, “Millennials Speak Out: How to Manage the Gen X Boss” at last month’s SXSW conference exposed the antagonistic attitudes between Gen X bosses and their Millennial direct reports.
As leaders, we often see our employees go through various stages of motivation, contribution and engagement. Often, we get concerned when we see changes in how our employees seem to be responding to their work. We over think it, read into every action or reaction and then try to solve it by randomly calling a “one on one” meeting.
The first day of HCI’s 8th annual Human Capital Summit began with a keynote from best-selling author and thought leader Dan Pink. Pink looked out at the packed house of human capital attendees and promptly convinced them they were all in sales. At some point in everyone’s day, he concluded, there are times when you must convince someone else to part with something they hold dear—it might be time, money, attention, engagement, etc.
What? Ugh, not sales.
For the record, I am not a basketball fan and I do not particularly like using sports examples in my writing. Sometimes, however, witnessing an event and sharing the ensuing insight compels me to make an exception. This is one of those times.
Enroll Now: Human Capital Strategist Certification Program
Take a landscape view across the spectrum of human capital management. With examples from companies like IBM, GE, FedEx, Starbucks, P&G, Microsoft, Marriott, Zappos, John Deer and Toyota, you will learn how to ensure enduring strength and financial returns through effective talent management practices.