“I truly believe that onboarding is an art. Each new employee brings with them a potential to achieve and succeed. To lose the energy of a new hire through poor onboarding is an opportunity lost.” – Sara Wetzel, Director of Human Resources at engage:BDR
The modern organization thrives on talent – a superb intangible that derives from the human intelligence resident in associates, employees, workers, and performers. We may think of talent as a central input that drives business performance, assists organizations to expand their footprint, helps create a differentiation between the services of organizations, accelerates the creation of value – and elevates the concept of performance in the workplace. Talent must undergo systematic nurturing and development through a variety of processes. These include the new employee on-boarding process: a set of calibrated events, stages, and actions that allows employers to segue pools of new employees into the work culture of the modern organization. Bearing in mind the diversity of the modern workplace, such on-boarding processes must emerge from considered systems of thought rendered through visual media such as flowcharts.
Multiple stages of new employee on-boarding process could find expression inside the graded spaces that populate modern flowcharts. Each stage could emerge as a microcosm of information, one that radiates instruction and best practices that animate said process. For instance, an industrial organization could utilize such a matrix to introduce new employees to the finer points of modern production systems and the economics of the marketplace. Additional lines of information could include an introduction to the prevalent work culture, the divisions that constitute the organization, snapshots of financial performance of the employer, the methods of value addition current in modern industry, among others. Based on such observations, a new employee on-boarding process must proceed through a structured system – one that empowers new employees to gain familiarity with the organization.
Human resources professionals could utilize the agency of flowcharts to plan a variety of activity centered on new employee on-boarding processes. Flowcharts enable these professionals to design the particulars of formal meetings, disseminate information “about benefits enrollment, company holidays and policies, company structure, team culture, and review a company’s vision, mission and values.” Such an approach confers definitive benefits in terms of creating an exacting template that bears replication across multiple on-boarding sessions. An organization could also utilize flowcharts to record the reactions that emerge from new employees navigating the formal on-boarding process. Such an action allows the organization to generate feedback for professionals that conduct the new employee on-boarding process.
Orientation exercises that operate over multiple days could find mapping inside flowcharts and similar diagrams. Creators of such illustration could work to include layers of activity as part of designing a comprehensive new employee on-boarding program. For instance, modern knowledge-based organizations could utilize flowcharts to transmit information about the various types of methodology deployed in ongoing projects. This aspect of new employee on-boarding helps fresh associates gain insight into work processes, build awareness about the nature of work, attune themselves to the expectations of the employer, and generate an understanding of the work culture prevalent in the organization. Flowcharts also help instructors to spotlight the values that animate the organization, create emphasis on diversity in work practices, and encourage new associates to participate in training and development programs.
Decision makers could elect to pair new employees with existing members of the organization. This aspect of new employee on-boarding remains significant because it helps accelerate the convergence between performance and expectations. A flowchart can help define the contours of this technique; the many spaces inside the illustration prove instrumental in developing this idea into a key segment of coherent corporate policy. The act of pairing also provides impetus to the professional growth and development of new employees, thereby enabling employers to reap the rewards of recruiting outstanding talent in competitive landscapes. Additionally, flowcharts can help employers track the progress registered by new employees, thereby providing the proverbial fillip to enlightened conceptions of new employee on-boarding systems and processes.
Policies and values endorsed by an organization could feature prominently inside the new employee on-boarding process. In this context, human resources personnel could develop templates built inside flowcharts that demonstrate various aspects of company policy, and outline corporate values that animate the organization. Sections of such flowchart could project salient aspects of policy in formats that are appropriate for presentation to sets of new employees. The structure of such illustrations allows key information to find compression and transmission into the audience, thereby allowing new employee on-boarding sessions to retain an enduring relevance inside the modern organization. Further, the early introduction presented via flowcharts empowers new employees to guide their actions in line with their designated positions and reduce the scope of ambivalence in such matters.
“Studies indicate that roughly 33% of employees decide to stay onboard with a firm, or jump ship within their first 30 days of employment.” This is a powerful assertion, one that demonstrates certain aspects of human nature and underlines the evolving complexities that animate modern employment markets. Modern organizations could elect to refurbish legacy employee induction frameworks and bring to fruition complex, dynamically balanced instances of new employee on-boarding systems and processes. Such projects could find expression inside flowchart-based illustrations, thereby allowing organizations to retain a cutting-edge sensibility in their treatment of new employee induction. Flowcharts also empower organizations to review the development of such projects, and design interventions that help refine the essential mechanics that attend new employee on-boarding events.
Feedback elicited from new employees bears potential to uplift the quality of corporate operations in terms of new employee on-boarding processes. The texture and nature of such feedback must bear examination when organizations pursue the path of continuous improvement. In such context, flowcharts can assist organizations to classify various grades of feedback, ideate on such inputs, examine the root causes that trigger feedback, and draw insights that could potentially improve the dynamics of internal operations. A succession of such illustrations could comprise the bedrock of innovation in new employee on-boarding processes, thereby allowing organizations to carve a stellar reputation among job seekers and potential employees. Additionally, inter-connected blueprints may prove instrumental when heads of organizations institute deep reviews of operational processes with a view to elevate the quality of performance and expectations.
Fresh thinking about new employee on-boarding programs could emerge when readers examine the ideas encased in paragraphs above. Such thoughts should find direction toward integrating such programs into the mainstream of an organization’s internal dynamic. This form of convergence could benefit such programs when elements from the entire organization participate in the on-boarding process, work in tandem to enlighten masses of new employees, and help generate a unique set of organizational communication. Flowcharts can assist in such enterprise by promoting myriad forms of experimentation, generating tiers of knowledge and feedback, and recording the essence of each on-boarding session.
Further to the above, flowcharts could comprise starting points of innovation, wherein new employees interact with the on-boarding process. Such techniques could resonate with new age employers that choose to defy conventions that attend traditional paradigms of employee on-boarding processes. Remote hires could participate in on-site on-boarding events, while inductees could hold forth on their levels of work experience prior to joining the organization. In essence, an overt reliance on flowcharts could lead the way forward in such matters, thereby generating interesting traction in the fluid landscapes that characterize the modern workplace.
