Let’s start with two compelling but also startling data points from credible industry surveys:
- 30% of new employees voluntarily leave their jobs within the first 90 days
- 28% of employees do not feel fully connected to their company’s purpose or missionSurvey sources included within the hyperlinks
Related to the first research finding, the direct cost of voluntary turnover is well-chronicled, with estimates often approximating one or two times annual salary based on the fully loaded cost of recruiting, lost productivity, etc. These costs are often considerably higher when one considers the likely disruptive effect on other colleagues and business areas. And regarding staff who do not feel meaningfully connected to the mission of their employing organization, they probably also don’t feel connected to their company’s culture and core values, and in many cases, critical business plans and priorities. Moreover, when one feels disconnected, whether at work or anywhere else, it’s certainly not an ideal place to be from a mental or total health standpoint.
All that said, we know the most material negative impact of this condition among employees is unquestionably the erosion of productivity. Based on the 28% metric cited, if 28 of every 100 employees in the workforce are experiencing reduced productivity, the net business impact on an entity of several hundred or thousand employees could well be in the millions of lost “value.” This can be confirmed by just using a revenue per employee metric of perhaps $100k and reducing it by 5%. The resulting (lost) $5k multiplied by the number of employees becomes a rather large number.
In the context of HR departments striving to mitigate the realities highlighted here, all signs arguably point to the one HR process or activity area that intersects with both findings above. That process is onboarding. Also, another reality to consider is that in many organizations, while HR leaders and other professionals might view some of the goals and desired outcomes of onboarding in strategic terms (e.g., compressing time to productivity), the current and potential workforce at large often has a much more tactical or administrative sense of this process. Sadly, the typical new hire onboarding process has, through the decades, mostly connoted getting on payroll, enrolling in benefits, and completing compliance-related forms.
Why is it that the longtime, commonly held perspective of this first stage in the employee journey is typically reduced to “housekeeping items” like getting on payroll, notwithstanding the major importance of getting paid?
It’s no doubt a combination of factors, including the notion that established patterns and expectations are quite difficult to reconstitute or reverse. Beyond that, let’s also realize that the agenda and focus of both back-office and technology teams are not always very aligned with what “the business” needs from this key HR process. The latter stakeholder group mostly looks to have engaged, productive, and well-integrated employees and team members as quickly as possible.
Continue reading the full article here: An Under-Performing HR Process Gets Reimagined: Introducing “Immersive Onboarding”