Articol de: Olivia Vereha
When it comes to onboarding new hires, the perspectives are very different on what the best practices really are. Some companies prefer to throw the employee ”into the wild” and see if he can take the heat, find his peers, join the village and establish his residence. Others design complex onboarding processes, guiding the new employee through all the processes, tools, responsibilities until they manage to fit him in and make him into a productive team member. Neither method is better than the other, but as with many things, the truth is somewhere in between.
A standard mistake that companies make when building onboarding plans, is that they always design with the company and its needs in mind, and give little thought to the new hires and even to the team that the new hire will be part of. Normally, they lay out something that might sound like this:
We need John to start work on the 1st of August, he will go through standard training in the first seven days, then we will bring him to his desk, present him to the team, explain his role and then let him attend the specialized training in the following month. Should he have any questions we will assign him a buddy. Then after about six months, he will have gotten his first three certificates, so we advance him to the next training module, while he is already working on tasks. He can advance after the first 12 months if his evaluation scores above 15 points.
Which is all great and aligned with the company’s needs from this specific resource point of view, but what about John? How do John and his colleagues feel about this? The problem with how much attention we offer new hires, especially in countries that are only getting accustomed to corporate management methods, is that we assume a new hire is so excited to join our company and so happy with the paycheck we give him, that everything we do for him on top of that salary is out of our great, infinite kindness.
You also might want to read: Empowering the customer-centric strategy through sentiment analysis
But the Z-s are coming
As the highly debated Millennials took on management roles and they started changing the workspace as we know it, bringing in concepts like wellness, coaching, health watchers and so on, their previous jobs are being taken by generation Z representatives. And if there is something we know for sure about them, by this time of the century, is that they are not easily duped, nor can you assume they will be happy with a desk, a laptop, and an adventure park team building.
Let’s have a look at this generation and build a persona for them.
