Studies show that 25% of new starters leave within their first week. When I first heard that statistic I was shocked, and when you consider the cost of recruitment and induction to your business, I am sure you will be too.
So why is this money walking out the door?
60% of respondents in a recent survey by Recruitment Solutions cited poor induction processes as the leading cause of early exodus from the workplace.
So what does a good induction process look like?
Having just completed my first week at Bray Leino Learning (and still here for week two!), I thought it a good opportunity to examine some of the key elements of effective employee induction.
Get into gear early
More and more companies are now starting their induction process prior to day one to help employees get up to speed before they step into the workplace. As leaders in the field of blended learning Bray Leino Learning were right on trend, sending me through links to sites, blogs, and my induction information on our vLearning platform, for background reading and research.
I was also invited along to attend the ‘Learning in the Social Age’ event, which gave me the opportunity to get a feel for the company culture and meet some of Bray Leino Learning’s clients.
This approach empowered me to be assertive with my learning, enabling me to explore avenues of interest personal to me, and allowed me to warm myself up for day one. The impact of this was that I spent less time on day one learning generic company information, and more time learning the systems vital to my job.
One of the biggest turn offs for new starts is a lacklustre of disengaging induction process. Many managers see induction as a chore at best, and a waste of time at worst (especially in high turnover industries). However, first impressions count. Inductions represent the most teachable moment you will ever have with your employees, and what forms the basis of their opinion on your company.
Bray Leino Learning unsurprisingly places a high value on learning and development and I found those values reflected in my colleagues, who all were always happy to show or tell me something. This meant that I quickly felt part of the team and comfortable to ask for assistance when required.
Another contributing factor to the new leavers’ phenomena is the ‘sink or swim’ approach taken by many companies to induction. This makes sense, as the faster new employees get up to speed, the faster they can contribute to your bottom line.
However the cost of early leavers is high, and it can take as long as six months to get a return on your investment after a new starter leaves, so consider your expectations.
Be sure to ask yourself, where do you want your new starter to be at the end of week one/month one?
Make sure to communicate this clearly and structure training to help equip new starts to achieve this. This is something Bray Leino Learning did in spades, setting up a clear induction meeting on day one, and then checking in at regular intervals during the week. This meant I was able to discuss and resolve any challenges I was facing quickly, and had clarity on what I was expected to do and how I was going to do it.
The most important factor for the Bray Leino Learning business however, is that this entire process helped ensure I didn’t become just another workplace statistic.
Alistair French, Sales and Marketing Executive, Bray Leino Learning
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