Insights

It’s a challenging topic. There is no clear-cut answer. Every role, client, candidate, and situation are different. But one thing we do know is that the answer can’t be “as long as it takes”. That’s not healthy for the individual or the business. The honest answer is as “fast as possible”. So, the question is how to make ‘fast’ happen without compromising effectiveness or kindness?

Here are some thoughts on the recruitment and onboarding process, which can help make the transition period as smooth as possible. 

Start at the beginning with the job spec and brief. 

The sharper the specification and job brief, the easier to establish fit. Property recruitment can learn from other sectors who are evolving briefs to look beyond competencies and experience, to also include value and cultural fit. 

It’s simple logic. The greater the effort you put into finding the right candidate in the first place, the easier it will be to onboard them and for them to start adding value.

Focus on the early days. 

Onboarding must be meaningful and enable the joiner to see their role, the business, and their team from different perspectives. All too often, we hear of passive, cookie-cutter inductions, read this, watch that, etc. Effectiveness is about creating tailored, active learning experiences that show you care and are serious about making things work. 

Investing in making this happen, means getting the newbies feet firmly under the table and helps them to start making an impact. 

Set clear expectations and deliver promises.

We frequently get feedback from people leaving jobs that their expectations weren’t managed and their employer’s expectations weren’t clear. 

This is not just housekeeping or setting KPI’s. There must be a structure to record and manage performance with realistic timings for new joiners. Softer issues, such as flexibility, are increasingly vital promises in a deal. Failing to deliver them during early stages unsettles new starters. This will affect motivation and create blockers to performance. 

Expectations must be clear, and employers must deliver their promises without bumps and interruptions. 

Provide a strong support network.

Peer validation and learning, particularly with younger talent, is increasingly expected. A ‘buddy’ the joiner relates to and learns from, can provide a valuable extra dimension to help them settle in. In combination with an experienced mentor, having a buddy can help ensure the new employee feels valued, supported and ensure they settle quickly. 

Be quick to identify and act on any challenges or problems that crop up

It is essential to quickly isolate and deal with challenges and issues as soon as they arise. Find ways to resolve them with open and honest communication and an open mind. Resolving issues in a positive and effective way with new team members will increase trust and confidence. Both of which are integral to the new employee's engagement, morale and performance. 

There is a bigger picture.

A new employee's journey must incorporate proven employee engagement and satisfaction ‘principles. Here are our top 4 gold standards we believe retains and attracts the best!

1. Create meaning.

2. Enable autonomy to express talents

3. Communicate positive impacts.

4. Build connections to the business and between people. 

Research has shown that happy employees are normally more productive. So bare this in mind when onboarding new team members and do what you can to make the process as smooth, transparent and efficient as possible. Ultimately this will help them ‘settle in’ and simultaneously start to prove their worth.