How to integrate new employees into the enterprise?

Lead: Many enterprises have made many mistakes in the process of integrating employees into the enterprise. They lack a process to make employees succeed in their work, fully integrate into the enterprise and improve work efficiency. Many enterprises have made many mistakes in the process of integrating employees into the enterprise. They lack a process to make employees succeed in their work, fully integrate into the enterprise and improve work efficiency. However, why should enterprises invest time and resources to build an effective onboarding process? It is found that investing in an effective on-the-job process helps to improve employee retention, morale and work efficiency. Research conducted by CorningGlassWorks found that the retention rate of employees who received good induction training was 69% higher than that of employees who did not receive good induction training after three years. Another survey conducted by TexasInstruments shows that employees who pay enough attention to the induction process can achieve the best work efficiency two months in advance compared with those who don't pay enough attention to the induction process. Recently, HunterDouglas of the Netherlands found that by improving the employee's entry process, they can reduce the employee turnover rate from 70% which has been high for six months to 65,438+06%. These changes have also improved the attendance and work efficiency of employees and reduced the damage rate of goods. HewittAssociates studied the relationship between effective employee onboarding process and employee engagement, and found that those enterprises that invested the most time and resources in the onboarding process had the highest employee engagement. Therefore, the research results and daily knowledge show that it is of great significance to prepare employees for success. If enterprises expect employees to improve their work efficiency as soon as possible, why not work hard in this regard? Since enterprises are willing to spend money to recruit these employees and arrange jobs for them, why not help them prepare for success? In fact, all aspects related to employee entry are very important. Every choice, every move, every communication has potential significance. Every choice not only affects the work efficiency of employees, but also conveys some information of the enterprise to employees. Compared with those well-designed and professional onboarding processes, poor onboarding processes convey completely different enterprise information. There are several elements and characteristics of an effective induction process, which can solve the following ten problems. First, do you make employees feel overwhelmed? If new employees feel that they are just ordinary members of the enterprise, they will behave like ordinary employees. On the contrary, if they feel highly valued from the beginning, they are more likely to create value for the enterprise. People who express themselves to them are easy to get along with, so they can integrate into their teams and enterprises more quickly and easily. In the higher education funding organization in New Hampshire, when new employees enter the induction training class, the organization will greet them through slides, which say, "Here you are!" " The organization will also generously host a continental breakfast for them. In addition, they will receive speeches from the President and ReneDrouin (an executive will be appointed to speak for him when he is out). Second, did you arouse the employees' sense of honor? One of the most important functions of the induction process (especially the induction training for new employees) is to convey the following information to new employees: Your decision to join the company is correct. You are lucky to be a member of the company. Your joining has brought us a lot of glory, and it is also a place worthy of our company's pride. If the enterprise can implement effective induction training for new employees and pay attention to their emotional and emotional experiences, new employees will be proud of the enterprise. In addition, you can directly show employees that they are proud of the company by explaining the mission of the company and the significance of this mission in their daily work. You can also inspire employees' pride in the enterprise by sharing stories that make the enterprise create miracles, make the enterprise different and make the enterprise proud. Third, have you helped new employees see the overall situation of the enterprise? Understanding the overall situation of the enterprise plays an important role in cultivating employee engagement. Explaining the mission and greatness of the enterprise is one of the elements for employees to see the overall situation of the enterprise. Explaining the operation mode of the enterprise and the cooperation mode of different parts of the enterprise is another key element for employees to see the overall situation of the enterprise. In NortheastDeltaDental, new employees can not only learn from senior executives how different parts of the enterprise work in harmony, but also learn about the operation mode of the enterprise. FrankBoucher, the company's chief financial officer, will explain to the new employees how funds come in and out of the company. With the help of "MoneyMap", new employees can be familiar with the financial operation of the enterprise. This not only helps them understand the overall situation of the enterprise, but also makes them more inclined to think and act from the perspective of the company. 4. Have you shown the importance of employees? It is not enough to show new employees that they are part of a good enterprise. They also need to know that they can help the company perform better. Exploring the important motivation of employees is one of the most effective ways to cultivate employee engagement. Most people want to live a meaningful life and be different. Therefore, enterprises should explain to employees how important their contributions are to the enterprise from the beginning. Enterprises should explain how employees make valuable contributions, how employees put forward new ideas for product and process improvement, and how management attaches importance to and uses employees' feedback information. In DesignerBlinds (an independent curtain manufacturer under Hunter Group in the Netherlands-editor's note), when new employees visit the factory, they will pass by the PrideBoard of the company, which contains beautiful photos of babies posted by employees, children's report cards, and photos of the company's participation in "There for Life" (a competition organized by the American Cancer Society, which symbolizes the spirit of fighting cancer). These pictures convey the message: "In the company, you are not an ordinary member, but an individual with a unique life and identity." 5. Did you make the induction training interesting and interactive? Interactive induction training imitates the natural learning style of human beings, which can not only make employees learn happily, but also achieve better results. Babies and toddlers don't need to go to class to learn to walk, talk or tie their shoes. They can learn these skills through exploration, practice and understanding. The more humane the learning content is, the better the effect will be. Interactive induction training is also an excellent activity for team building and the integration of new employees into the enterprise. On the first day of induction training organized by the New Hampshire Higher Education Funding Foundation, Gockel, the trainer of the organization, will let new employees participate in the "treasure hunt &; In this activity, new employees will get a list of related people and things and a map, and then find these people and things according to this map. This is not only much more interesting than listening to a speech, but also more effective. This combination of learning content and the real world not only makes it easier to understand, but also easier to use. 6. Is the induction training designed from the perspective of new employees? Enterprises should design effective induction training programs from the perspective of new employees. Those old employees who have worked in the enterprise for many years have forgotten how to be a new employee. Old employees may think this is just a trivial matter, but new employees may feel very uneasy and sensitive about it. Therefore, looking at their experiences from the perspective of new employees will allow you to incorporate some details that you think are not important when designing employee training. BensonwoodHomes is an American company engaged in the design and manufacture of wooden houses. SheilaAlbere, the personnel manager of the company, looked at the process from the perspective of new employees from the beginning when improving the company's induction training plan. She recalled: "From the beginning, I brainstormed anything that new employees wanted to know or needed to know, such as' Where can I get a pencil',' How does the health care plan work' and so on. I also added some cultural factors, such as special terms unique to our company. "Getting feedback from employees should play an important role in improving the onboarding process. Interview those employees who have worked in the company for 3 months to 1 year to get their feedback and suggestions for improvement. Find out what they need but don't get. Know which information is easy to get and which information is not easy to get. 7. Have you effectively broken down the induction training? One of the most common mistakes that enterprises make when providing induction training for new employees is that most new employees get too much information to digest. Enterprises should decompose and refine the induction training so that new employees can fully digest it. In the Northeast Delta Dental Service Company, the existing on-the-job training model was developed on the basis of several modifications to the one-day on-the-job training model. "We tried to complete the induction training within 1 day, leaving employees at a loss. So we extended the training to two days, but the response time of the staff was too long. Later, according to the suggestion of a new employee, it took us four and a half days to complete the training, which has continued until now, "BonnieSt said. Lawrence, the company's salary and welfare coordinator. Enterprises should follow the example of Northeast Delta Dental Service Company, decompose and refine the induction training plan according to the feedback of new employees, and fully digest it. Have you provided as much information as possible on the intranet? Instead of inculcating employees with information that they will forget the next day, we should teach them how to get this information when they need it. Providing as much information as possible on the intranet is helpful to reduce time waste and improve work efficiency. By uploading materials that are more suitable for real-time learning to the intranet, you can spend time collecting information about induction training programs or carrying out related activities, thus helping new employees to enter the working state as soon as possible. You can upload the following information to the intranet: CEO, manager and team members' speeches, employee manuals, welfare plans, property management matters, self-paced learning modules and performance evaluation tracking status. Can you make employees willing to tell you what they are doing? Most new employees are reluctant to express their complaints. They often wait until the exit interview to talk about why things are not done well. "In order to avoid waiting until the exit interview to find out the mistakes, we decided to hold an employee orientation interview," said DebFranklin of DesignerBlinds. After analyzing the company's turnover data, he found that the most sensitive time for new employees is the second to sixth months after entering the company. The company turned to the job of employee orientation interview. After 2-6 months, new employees will discuss their work with the human resources department in order to find out the difficulties they often encounter. Franklin said that the job interviews they conducted played a very important role in reducing the employee turnover rate, which reduced the employee turnover rate by 96%. In Northeast Triangle Dental Service Company, it has become a tradition for new employees to take part in "20 questions answered by Connie" on the 90th day of entering the company. In this activity, ConnieRoy-Czyzowski, vice president of human resources of the company, sat with each new employee and asked them the following questions: what do you think of your work? Is this in line with your expectations when you entered the company? Is there anything that surprises you? If so, what is it? Have you got all the working tools you need? What's your relationship with the manager? Does the orientation training for new employees help you? Would you take different measures? Is there any other information you need, but you still haven't got it? 10. Did you help the supervisor and the manager do their jobs well? The role of supervisors and managers in induction training is one of the important factors to comprehensively evaluate the induction process. If supervisors and managers have not received proper training to help their subordinates create the best performance and are not responsible for this behavior, they will become the weakest link in the process of enterprise entry. Therefore, at the macro level, you need to truthfully verify whether your enterprise has invested in training supervisors and managers and whether they have the skills needed to create an efficient and independent working environment. If they lack these skills, they will quickly and easily offset all your efforts to lead new employees to success. At the micro level, you can provide relevant training to supervisors and managers, let them know about the induction process and their role in the successful implementation of the process, so as to help them perform their duties better in the process. You can also provide them with a simple and feasible "OnboardingTo-DoList". This will not only ensure that busy supervisors and managers remember their key roles in the process of joining the company, but also make it easier for them to finish their work.