Employees want and expect their employers to offer timely and relevant career development training. The percentage with the expectation varies based on several factors, including age. More than 90% of the youngest workers, Gen Z, rank learning and development as a priority for them when considering accepting a new job or leaving their current job. Most employees say that they are unlikely to leave an organization that has invested time, effort, and money into their professional development.

The days of learning everything you need to know for your career in college are gone. Studies indicate that the information learned in college becomes obsolete within about five years of graduation. This puts the burden for continued learning squarely on the shoulders of employers. Yet more than 50% of CEOs do not believe that learning and development efforts are successful. Where is the disconnect?

Too often employers struggle to find ways to connect relevant training to their workforce. While adults tend to prefer self-paced learning opportunities, they also want that training to be immediately useful at their job. If employees do not see how the training will help them NOW they will not invest time and effort on learning the material. K-12 education has been emphasizing “diversified learning” for years, employers should adopt a similar mindset. Giving employees what they need to continue to grow increases equity in the workplace.

It is critical that employees be given the opportunity to assess their current skill set to determine what is needed. This can be done in several ways, from formal skills assessments to self-assessments to 360 assessments, all of these options provide, Take the time to review the results with the employee to ensure that everyone is in agreement.

Once the needs are identified, it is time to figure out how to meet those needs. Again, there are many options. It may be as simple as pairing the employee with another employee who already possesses the skill or creating a formal mentoring relationship if the developmental goal is more than a specific task or two, such as preparing an employee for a management or leadership role. There may be classes that are available or even providing tuition assistance for an employee to attain a degree or certification.

While diversified learning is important, there is also a need for enterprise-wide learning. This is the kind of training that benefits everyone, such as active listening, effective communication, and conflict de-escalation. It may also include required compliance training that helps to keep companies up to date with regulators and legal entities.Regardless of the kind of development offered, leaders must be willing to benchmark the current state and monitor progress toward the future state, not only of the employee but of the organization. This can be done through KPIs and performance appraisals. If the company has decided to focus on employee growth and development, it is necessary to review and revise the
tools that are used to track progress. Envision RISE can provide the roadmap and tools for organizations to build training and development programs that engage employees in relevant learning. For more information, contact us at info@envisionrise.com.

Contact Envision RISE for more information about how we can assist in building and maintaining efficient and ethical hiring practices and processes.

Our evolutionary platform helps companies create a powerful integration and understanding of the relationship between the organization and the workforce. Envision RISE empowers your people to drive continual change and innovation through effective strategy and transformation.

Conventional wisdom encourages people to stick with a new job for at least six months before deciding to move on. While we should be taking care of our employees all the time, this is especially important during the first six months. Since we thought they were good enough to hire, we have a vested interest in their success with the organization. It can cost up to two times of an employee’s annual salary to replace them.

The most obvious time that an employee is being onboarded is during the first few days of employment. If your organization uses intentional onboarding, a new employee should be starting to feel more comfortable with their role and with the organization as a whole. They have likely started to engage with their tasks as well as with their supervisor and colleagues. It may be tempting to assume that all is well and assume the employee will raise their hand and ask for help if the need it. Do not give in to that temptation! A new employee wants to impress their new employer with their proficiency and skill, yet they may not know enough about functioning within the organization to even know what questions to ask.

The First 30 Days
After training is completed, it may seem that the employee knows what they are doing and can be released to do the job for which they were hired. Rather than letting the new employee “go and do”, this should be a time of daily check-ins, perhaps more if needed. This will be a month of Firsts. First time using the CRM tool. First team meeting. First weekly report. First submission of payroll. We don’t let teen drivers take a driver’s education course, take a few turns around a parking lot and then put them on the freeway during rush hour. We sit in the passenger’s seat and offer support and direction as they work their way up from the parking lot to side streets to main streets to the freeway. As experienced drivers, we take a lot of instinct and knowledge for granted and cannot assume that a new driver can assess an ever-changing situation with the same speed and competence we do. Your new employee is trying to take in a lot of information and needs close supervision to ensure that small mistakes don’t become catastrophic.

Use this time for real-time training. The show-then-do method works well for this. Show the employee how to do the task then watch them do it. Most people learn best by watching someone do it then trying it themselves with the guidance of an experienced teacher. This is also the time to set the cadence of the workplace. Anything that is a recurring event, such as staff meetings or reports should be on the employee’s calendar now.

Schedule a formal weekly check-in meeting. This is not a time for the supervisor to do all the talking, this a chance for the new employee to ask questions and clarify tasks, with the opportunity to share how they are feeling about their new workplace. Take some time to get to know the new employee, make sure they are making connections with their colleagues.

The First 60 Days
By now your new employee likely has mastered their basic duties. Now is when the one-offs or unusual situations may come up. To continue with the driving metaphor, they are gaining the confidence to drive on busier roads with less direction, but they are not ready to go it alone. A supervisor may have noticed gaps in training or tasks that the employee struggles with doing on their own. Continue to offer support and training, with constructive feedback on areas that need refinement.

You may need less frequent check-ins, going from daily to perhaps three times a week. Now is the time to bring in other employees who can assist. This not only gives the new employee more training and support, but it allows more tenured employees an opportunity to grow their own skill set in leadership.

Continue with the weekly formal check-in meetings. You will notice a decline in questions about specific tasks and an increase in more culture-related questions. The new employee is probably starting to discover that the way they were trained may not completely line up with the way work is completed in reality. They are starting to learn who the go-to people are, which may not be reflective of the process and procedure manual or the organizational chart.

The First 90 Days
The good news is your new employee is ready to drive on the freeway! The bad news is, they may be overly confident in their skills and start to make new mistakes that weren’t prevalent before. Continue to monitor their work closely and step in when needed. They are probably doing a good job on 75% of their tasks, but they still need positive reinforcement to continue their growth.

This is also the time when employees stop feeling new and start feeling awkward about asking questions about things they think they should already know. They may be proficient at weekly reports but have never done the quarterly report. They may now be able to use PTO and need to understand the process for requestion a sick or vacation day. Keep up the weekly meetings.

You may also start to notice their personality starting to come through. When we are in a new environment we tend to be on our best behavior. If you are noticing habits or traits that are not contributing in a positive way, now is the time to address it. For example, you may start to notice of trend of tardiness. It’s time to get curious and ask about what is going on. You may discover that the employee’s car is in the shop and they are taking the bus now. Perhaps a temporary schedule change would help. No matter the reason for the tardiness, it is good to be clear about expectations.

The Next Three Months
Your new employee should be settling in well now. They may occasionally need more training or direction but should be generally be functioning as expected in their role. The company has now invested a great deal of time, energy, and money in their onboarding. Now it less about tasks and more about culture. You may notice that your no-longer-brand-new employee has found a group of work friends. Depending on who those friends are, you may notice a downturn in their productivity or attitude. The shine of the New Job has worn off. Be mindful that comfort may become complacency. It may be time to pair the employee with a high performer with a positive outlook on the organization to help combat any negativity they may be experiencing. It has been said that we are the average of the five people we spend the most time with. If your goal is an engaged workforce, help your employees find engaged colleagues to encourage them. Your workplace culture and employee turnover may depend on it!

Envision RISE can help your organization formulate a six-month plan to hep newcomers not only learn their new job but to become valued members of the team. Contact us at info@envisionrise.com for more information.

Contact Envision RISE for more information about how we can assist in building and maintaining efficient and ethical hiring practices and processes.

Our evolutionary platform helps companies create a powerful integration and understanding of the relationship between the organization and the workforce. Envision RISE empowers your people to drive continual change and innovation through effective strategy and transformation.

Starting a new job brings a range of emotions, from joy to apprehension to anxiety. The first day of a new job sets the tone for what an employee can expect from the organization. Many times, the onboarding process has been in place for years, with additions being made as needed. During the early days of the pandemic in 2020, companies were forced to quickly change the way they worked, including how new employees were brought in. Technology can be very useful as a support tool for onboarding, but it should not be the main character in the onboarding process. Even remote employees need some human interaction, especially during the onboarding process. 

Onboarding begins where hiring ends. The offer letter is the first step in the onboarding experience. It should be provided in a timely fashion and include all the relevant information, such as start date, salary, work location, and Next Steps. Most people will not resign from their current job until they have the offer letter, any delay not only causes a delay in starting the new role, but it may also cause stress for the new employee before they have even started!

When possible, have the new employee complete most paperwork before the first day. Even if it is not 100% complete, it will allow everyone to focus on connecting with each other instead of filling out forms. Your company may have protocols for badges, logins, keys, and parking passes that are contingent upon new hire paperwork. Doing this early will mean that the new employee has everything they need on Day One. This is especially helpful if you are onboarding multiple people on the same day.

Provide an agenda for the first day, or first few days. Some things never really change, the first day of school was stressful for most of us as children. The first day of a new job is stressful for the same reasons. Will I get lost? Will I know enough? Will I be alone at lunch? An agenda that introduces the new employee to their new boss, new colleagues, other departments, and organizational leaders will help alleviate some nervousness. Conduct a tour of the facility early the first day to help employees build a mental picture of what their environment will be like. The sooner a new employee has the basics, the sooner they can start focusing on the role-based tasks.

Onboarding does not end after the first few days of employment. It takes time for people to learn their role, how they fit in with the big picture, and what the culture of the organization demands from people. Keeping new employees close for the initial 90 days will help build confidence, help managers to assess training needs, and allows new employees to fail in a way that will not be catastrophic. Even people with experience in the role need to time to adapt and adjust to a new company, with different systems and different expectations. 

For some people, asking questions and speaking up comes easily. For others, it can be difficult to seek answers without feeling exposed or insecure. A thorough onboarding process that continues beyond the first week will allow new employees, regardless of confidence or disposition, the opportunity to learn while also becoming integrated into the culture of the organization. When surveyed, 94% of respondents indicated that a feeling of belonging is critical to their opinion of their employer. Don’t make new employees work too hard to belong, build a process that fosters belonging and inclusion from the beginning.

Contact Envision RISE for more information about how we can assist in building and maintaining efficient and ethical hiring practices and processes.

Our evolutionary platform helps companies create a powerful integration and understanding of the relationship between the organization and the workforce. Envision RISE empowers your people to drive continual change and innovation through effective strategy and transformation.