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Onboarding: A successful hire doesn't end with the signing of the contract.



Contents:

• How to succeed the “after recruitment” phase: the 100 days.

• Failure to recruit is expensive.

• Taking up a position: get support to save time and increase efficiency tenfold.



 

How to succeed after recruitment: the 100 days.


Improving company performance is only a reflection of the performance of its employees, both individually and collectively; the recruitment and integration of a newcomer more or less calls into question the balance of this collective dynamic that has developed over time.

In this context, particularly in key positions, the challenge is for companies to put in place the conditions for rapid and efficient integration. Attracting the best is great, but a successful hire doesn't end with signing the contract; it is simply the halfway point, hinging as much on the quality of the newcomer as it does on the ability of the company to integrate them effectively. Thus, it is not enough to recruit stars, they must also know how to find their place and work with others to exercise their talents, highlighting why managing the infamous "100 days" is a major challenge.



 


Failure to recruit is expensive.


Sadly, not all businesses are aware of the challenges of integration and the need to invest time and money into it. All companies have a vision of the importance of recruiting, but not all of them are investing sufficient resources. The cost of failed recruitment is not only wasted money, but also a lot of wasted time and energy, directly and indirectly: the search itself, the waiting time before the arrival of the recruit, the impacts of their integration within teams, and the doubling of investment for a new recruitment process to begin.

Businesses believe that a good search alone is enough to guarantee success, which is both right and wrong. A good recruiter will deliver some good sourcing and screening, which is necessary but simply insufficient in 2022.


All the phases are essential: the preparation of the recruitment, the recruitment phase until the signing, the reception of the first days, and finally, the so-called "100 days"/integration phase. Strictly speaking, we have to admit that all of them are far from being managed with the same rigour and efficiency.


The "100 days" is a crucial period for any company.

Before recruitment, it should be a time of challenge where you take the time to ask yourself the right questions:

• in the context of a replacement, should we do 1 for 1?

• isn't it time to offer a position aligned with my business of tomorrow and not today?

• what are my real expectations in terms of interpersonal skills and know-how?

These questions must be addressed before finalising the job description.


In the recruitment phase, having a good service provider is a prerequisite.

Internally, the selection process must be clear; the employees included in the process, their precise roles, the sharing of the selection modus operandi, and the boundaries of the compromise that would be needed to best align the expectations of the candidate and those of the company.


This is generally when many candidates are confronted with approximations or even dysfunctions despite the phase not requiring insurmountable actions.


The ideal to-do list could look like the following:

• Prepare the arrival of the recruit in advance with the sending of adequate documentation, job sheets, technical brochures, product specs, and all sorts of internal company communications collaterals.

• Avoid, as much as possible, the risks of an unprepared workplace/or work environment (e.g., material not ready, software not installed, email not operational, internet access missing), provide a point with the technician if these elements must be done on site when the new recruit arrives.

• Make sure that the administrative formalities are ready (badge, parking space, phone/laptop, welcome booklet, etc.)

• Communicate all useful elements for the integration of the new employee: list of positions, who's who, shared calendar, internet access, etc.

• Provide reception by N + 1 or, if necessary, schedule an appointment on the first day.

• Officially introduce the newcomer to relevant teams and, at a minimum, to peers.

Designate a 'sponsor' (or a 'buddy'), who will accompany the new employee through their first steps. Being able to rely on a peer allows you to quickly understand how the business operates and thus quickly move on to new topics.


Then, during the first days that follow the arrival, it is necessary to anticipate and present the following:

• Planning of critical meetings.

• Regular meetings with the N + 1 for status review once having clarified the elements to be discussed at a first follow-up.

• HR appointments sequence, and especially the first, which generally takes place after the first three weeks / the first month to discuss “the feedforward report”.


In the integration phase, it is up to the candidate to play first! However, the company will also bear its fair share of responsibility in its ability to integrate and support the new employee.

Today, few companies offer a real integration path or, at least, some support from an external professional. This "investment" is rarely included in the cost of hiring up front, yet it turns out to be a tremendous performance booster. Of course, in most cases, the reasons for failure are usually shared, but the lack of support is a dominant factor in failure. In this context, the support of a coach is not only a factor of reassurance for all stakeholders, but also an assurance of the positive alignment and expectations of each other.

This approach will allow the newcomer to establish his/her legitimacy by multiplying their capacities and effectiveness when deemed to be at their most "vulnerable". After, it will be too late!


It is within the integration phase that new employees manage all the dimensions of a transformation: human factors (high expectations, fear, mistrust), business factors, knowledge of the ecosystem, etc. During this critical 100-day phase, if the new recruit has not been able to integrate effectively, there are few chances for them to be assertive and achieve their goals.


The task is huge, and many battles are fought up front, which is why, more than ever, the coach must ensure the proper management of priorities, the rigorous monitoring of the roadmaps implemented, and on a human level, the terms and conditions of the implementation of the new managerial culture.


 

Taking up a position: getting support to save time and increase efficiency tenfold


The challenge is to progress quickly in order to generate a positive impact during this short period.

In this context, an adapted support program would be structured around three primary objectives:

Valorisation: promoting the performance of the newcomer, in particular via quick wins, which will establish legitimacy and prove their ability to get things done quickly for the team.

Integration: embrace the position through high-impact operational actions, but also through co-building action plans on long-term projects that will unite and engage all employees.

Personalization: make your mark, your style, your cadence, and enable the business to move to a new era through a new vision. Manage people individually and collectively by quickly acquiring a clear vision of their team.


This program aims to allow the recruit to quickly:

• Deploy effective communication with colleagues and peers.

• Demonstrate adaptability and strong decision-making capacity.

• Establish their posture as a leader.

• Avoid new talents to leave, tired of the time necessary for the new recruits to take up their position effectively and fluidly.




 

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