Smooth onboarding must in times of recession

Published on Wednesday, Feb 04, 2009

In today’s tough, recession-hit times, with companies tightening their recruitment costs, can you afford to cart along astronomical new hire turnover rates, that too simply due to gross negligence. I am sure the unanimous answer is a resounding ‘no’. Then, in spite of spending precious time, effort and resources on recruiting the right candidates, why don’t companies bother to prime themselves to accept the new employees into their fold? Unsurprisin gly, more than 50 per cent of new hires tend to leave their jobs within the first six months recession or no recession.

This is why recruitment does not end with merely finding the ‘perfect’ candidates with the right skills, experience and culture fit.

The initial 100 days (some even argue that it extends to six months) are the most crucial time for any new hire. This is when the company has to literally hold his hand and walk him through the unfamiliar territory so that he can start off on the right foot.

Yet, most companies negligently throw the new hires into the fray, leaving them to sink or swim all on their own. Little wonder then that the abandoned freshers find themselves isolated, bewildered and frustrated. Sorely regretting their decision, despite finding a job in the tough times, they leave soon and the company finds itself right back where it had started. What’s more, with the global slowdown putting the economy on a decelerated track, companies cannot afford to discard their new hires without a second thought. Neither can they get by with slipshod disorganised attempts at orienting employees.

Companies have to realise that the early days on the job are quite critical to the employee’s success. This is when you can shape his perception, assimilate him into the new environment and pave the way for high morale, engagement, productivity as well as the all-important loyalty.

This is where a formal onboarding process enters the picture. The organisation has to lay the foundation for a long-term relationship by engaging the employee, communicating the company message and doing everything else possible to ensure that he gets off to a quick start. As Eric Wood, President of EnviroSense, Inc., a US based environmental consulting firm, points out, “With a thorough orientation and onboarding process, the probability of achieving the goals of the business and the employee are greatly increased. Without it, the probabilities of disappointment, employee turnover, re-work, and dissatisfied clients all grow unnecessarily”.

Unknown terrain

Organisations will do well to craft a carefully structured and professionally-delivered onboarding process that provides a variety of experiences from introduction to the team, meeting the manager, knowledge of company and job objectives, understanding review procedures to a guided tour of the facilities.

Here it should be pointed out that an orientation programme is just a part of the comprehensive onboarding process as the latter extends over a longer duration (a month to even a year) and includes assigning a ‘buddy’, mentoring and feedback.

It begins with a clear understanding of the company vision, mission, values and culture. But, make sure that the onboarding is not reduced to a data dump where the flabbergasted employee is bombarded with mind-numbing rules, regulations, policies and lectures.

An effective technique is to keep the employee engaged by highlighting the nature of his work, explaining why the job is important and how his role fits into the big picture. Even stories or examples can be narrated to present a vivid picture of captivating memories. The main focus should be on making the employee feel welcome as a valued team member, show that he will be a part of the organisation and everyone is happy to have him aboard. Moreover, nothing can be more off-putting than a scowling, sour-faced or dull guide. Have a trained coach in place who will provide thorough information and active support while making the experience engaging and fun.

In other words, create an interactive and interesting experience that makes the new hire feel excited; motivated and connected, basking in the confidence that he has made the ‘right choice’.

Also, organise periodic check-ins with the new employee to measure his progress as he settles in and adjusts to the job. Make it comfortable for him to provide feedback and show that you are really interested in getting honest opinions.

To sum up, companies should recognise the importance of having a well-conceived onboarding programme or preparing new hires to succeed. Even recent surveys uphold that employees who attend a structured orientation programme are 69 per cent more likely to remain with the company after three years than those who did not go through such a programme.

PAYAL CHANANIA

When running a job search, maintain maximum confidentiality

Published on Wednesday, Feb 11, 2009

The recent downturn has left everyone jittery about job security. People are running from pillar to post for a secure job, maybe just as a safety net at times. But the ironic twist is that employees cannot afford to jeopardise their current positions either.

Even the slightest whiff that you are looking elsewhere for better prospects and you are dropped like a hot potato!

This threat of being found out can severely handicap your job search. The grave fear of ending up on the chopping block makes many people refrain from posting their resumes online. They contact very limited organisations and refuse to respond to blind ads, as the ‘classified’ company could very well be their very own employer. Needless to say, the employed jobseekers miss out on some of the best opportunities, all because they cannot afford to get caught!

Well, the good news is that, you can actually pursue good openings, appear for interviews and land the job you want – all in secret.

Here are the rules of the game:

Resume Camouflage – Running a secret job search does not mean that you cannot post your resume on online job boards or answer job classified advertisements. What you must do is exercise prudence while posting/submitting your resume.

• Omit your name and personal contact information from the resume at all costs. If needed, you can mention ‘omitted for confidentiality’ and give a post office number rather than your residential address.

• Never ever use your company email address in your contact information. Provide a private email address (preferably a new one used just for the job search). Make sure that you keep the email address generic, yet professional.

• Similarly, avoid using the office computer, telephone or fax machine in your job search as you can easily be caught red-handed. Always give your mobile or home number for contact purposes.

• Do not mention your company name or unique job title as it can very well blow your cover. State a brief description of your employer and job, like, ‘Fortune 100 IT company’, ‘Top management consulting firm’, ‘Network administrator’ or ‘Senior consultant’. You can even stick to a brief description of the company and job.

• Omit other resume details like graduation date or college if they can hint at your identity.

• Do not make the mistake of disclosing references; always state that they will be ‘provided on request’.

• When posting your resume online, use the anonymous privacy settings so that your organisation does not accidentally stumble across your resume. What’s more, many employers are taking to running regular resume searches of their own employees to catch them out.

• Make sure that you use the ‘company blocker’ service provided by job boards to specifically prevent specific companies including your own one from accessing your resume. As a top online employment and recruitment consultant, Margaret Riley advises, “To maximise your confidentiality, first get a copy of the list of companies allowed to view the site, then block the names you want. Never leave this task for a website to perform.”

• When responding to job classifieds, you can even state that you wish anonymity because of your current employment situation.

Alternative search techniques – You can use other job search options to conceal your name until after you land the interview, or at times even later. Tap into your network of contacts to gain personal referrals for your target job. Your contact can recommend your name in person, on the phone or by email to build your credibility and also explain the need for privacy. But, be careful that the contact is trustworthy and not employed by your company or a subsidiary.

Another option is to develop a personal relationship with recruitment firms in your industry and alert them to avoid indiscriminate resume blasting. You can provide a list of selected companies or request them to contact you before proposing your name for a job opening.

Discretion is the better part of valour – Irrespective of whatever job search means you employ, never ever advertise the fact at work. Your boss or co-workers are bound to smell something fishy if you unexpectedly start dressing up formally to work, arrive late, leave early, take excessive leaves or start slacking off.

Try to schedule interviews before or after work hours or during the lunch hour, if possible.

Also, refrain from bragging about your job search to even your closest colleagues as they may very well spill the beans, sometimes even inadvertently.

All said and done, always keep in mind that despite your best precautions, 100 per cent confidentiality is never guaranteed!

PAYAL CHANANIA

If you get a bad review stay calm, do not overreact

Published on Wednesday, Feb 11, 2009

The economic slowdown is already shaking your sense of job security and all you needed was the negative performance appraisal to further rock the boat and place you in a precarious position. All you can think of is packing your bags as you dread the prospect of job-hunting again.

Well, fact of the matter is that good performers earn excellent reviews and the organisation is glad to have them on board, while the substandard evaluations are reserved for the poor, inefficient and mediocre ones.

Earning a bad review would be quite disappointing at any given time, but the current scenario is enough to drive the best of us into depression.

You can actually turn around the ‘needs improvement’ tag, using the devastating blow as an impetus to actually excel in your career.

So, its time to pull up your socks and get to work as your continued success depends on how you handle the review, place it in context and come out on tops.

Time to stay calm: It’s hard to keep your cool when your world is crashing around you.

You find yourself swinging between anger, tension, negativity and ultimately denial, which effectively drowns out what your boss is actually saying. You may even go into defensive mode and reject the evaluation outright.

You have to keep your anger, fear and hurt emotions aside for a while. Try to stay composed and professional instead of overreacting unnecessarily.

Time to listen: The key to recovering from a poor performance appraisal is to first give it a fair hearing – this can help more than you could ever imagine.

Sit down, keep an open mind and listen to the constructive criticism and feedback in the spirit in which it is being given. Later you will realise that it is for your own good. You can even note the salient points or request a copy of the appraisal.

Time to mourn: Bottling up your distress, indignation or anxiety will not do you any good either.

Find a trusted shoulder to cry on – a neutral family member or friend – and give vent to your feelings.

You can even seek counsel and insight from a mentor or guide.

What you should never do is complain or gossip about the review with colleagues as it can only make matters worse.

Time to think: Once done, sit down to organise your thoughts and reflect on what was said. Objectively introspect on your overall performance and try to make a reasonable assessment. Re-read the appraisal and decide whether you agree with the review and what points you would like to raise again.

Time to discuss: Now approach your manager for a calm, detailed discussion to understand the review and clarify your doubts.

You can seek examples, examine areas where you need improvement and also confer on what you did well. The focus should be on figuring out the root cause, where you are going wrong and how to change.

Also request suggestions and advice on how to do better while offering some of your own.

This will show that you have analysed the review and are genuinely interested, willing and motivated to improve the quality of your work.

Time to take ownership: The discussion will enable you to view the situation from a different perspective. You should own up to your faults and agree to fix the problem. But, if you feel that there is some misunderstanding or disagreement with the criticism, point it out respectfully. You should also be armed with sufficient evidence of your abilities or performance to back up your claims.

Time to grow: Use the appraisal as an impetus to propel you to improve and do better. Draw up a concrete plan with goals and timelines and work hard on achieving the same.

This will facilitate you to fix the damage and emerge as a productive and effective employee.

The management is bound to recognise you as an industrious, positive and valuable asset who is worth keeping!

To sum up, bad reviews are in no way the end of the world. As a top career expert puts it, “Poor reviews might feel like a career breaker for most people, but the truth is a bad performance review can be a career maker!”

PAYAL CHANANIA