Our professional life is made up of experiences. Some more striking than others, there are key moments that become memorable. Onboarding and the consequent organizational integration process is one of them. I vividly remember my first days in the organizations I worked at. And, in particular, the emotions it generated in me. And that’s what I want to talk about in these brief lines.
In today’s fast-paced and competitive business landscape, an effective onboarding process is essential. It is more than just a “procedural” or internal compliance need. It is a unique and unrepeatable opportunity to attract emotionally. A well-designed onboarding strategy not only helps newcomers quickly integrate, but also promotes engagement and loyalty. And, from a more “utilitarian” perspective, it promotes a faster learning and productivity curve.
To start, you need to clarify your goals. I would say 1) inducting a new employee, introducing him to the team and 2) transmitting the organization’s basic values and principles, the essential technical knowledge and the circuits for obtaining information and support.
What experiences should this process generate? First, a feeling of being welcome, of growing comfort and familiarity. Then, the joy or excitement inherent to starting something new. And the confidence, autonomy and reinforcement of the sense of purpose – the feeling of “I am in an organization that makes sense at this stage of my life, doing what I love and having an impact”.
How to structure it? With a plan based on defined steps and goals. That makes use of good “storytelling” to make these elements relatable and memorable – what we, as a company, have done to date, for what purpose and with what results. A good practice is the implementation of monitoring and mentoring (buddy or mentor), whom, with greater experience, can provide guidance, answer questions and offer insights into the company’s culture. This helps newcomers feel supported and connected. Then, cultural immersion activities – from informal team-building (or team-bonding) to more “pragmatic” brainstorming and strategic thinking exercises. Or volunteering/community service projects aligned with the company’s values. Finally, perhaps the most important thing: clear and transparent communication of expectations (on both sides). Here, the maximum responsibility lies with the direct leader. This ensures that newcomers understand their roles, responsibilities, and learning and performance goals. Holding structured conversations (for example, monthly), presenting new challenges and objectives, correcting less successful aspects and recognizing the progress made, will be of great added value.
Like everything in life, there is no second chance to make a good first impression.
Carlos Sezões
Managing Partner of Darefy – Leadership & Change Builders
