![]() ![]() It must be clear to employees that these communicated values are both rewarded and pervasive.Įngagement has many contributing factors: a sense of belonging, connection, ownership, and loyalty are all critical factors in engagement. Keep in mind - it’s not enough to hear the values. (3) look for opportunities to celebrate new hires when they show cultural alignment (a little recognition goes a long way) (2) provide multiple, ongoing examples of those values in action - never stop (1) share your values - do this early and often New employees must understand your values, see them in action around them, and be rewarded for living them, otherwise they will rely on outside ways and prior learnings, which dilutes cultural alignment and performance. Hopefully, an effective hiring process focused on broad values alignment during the interview process. On one hand, this is great - a fresh eye can be a positive attribute when it comes to solving challenges or scaling, but new employees need to possess an emphatic alignment and commitment to a company's values and beliefs. With growth, comes new employees with outside views and past company experience. Think of effective onboarding as a tool for perpetuating a high performance culture this way. Finally, personal impact is a contributing factor to employee engagement and success, and can be accelerated through intentional onboarding. They are also highly engaged and the earliest days determine whether those employees stay engaged, or rapidly become disengaged. New employees bring their own values and beliefs, as well as those learned at previous companies. Onboarding is the earliest and perhaps most critical opportunity to intentionally invest in a high performing culture because it is when your culture is potentially most at risk. Those outcomes are very malleable and a high performing culture leads to better outcomes. If you want more detail on designing logistics of onboarding, Atlassian has done a good job here.Īt the end of the day, a company is nothing but the cumulative outcomes of its employees. Put your user experience hat on and design an experience that is welcoming and “easy” for your newest team members. On Day 1, logistics should be clear: where to go, how to dial in, where to park, what to bring, etc… logistical surprises on the first day are very awkward and very avoidable. They should also receive an email that outlines what to expect. Prior to starting, every employee should receive a thoughtful welcome email. I’m not going to spend a ton of time on the administrative logistics of onboarding because that’s been done a lot and there’s plenty out there to read on this topic, but I will say you only get one chance to make a first impression. This is a deep dive about onboarding, a key component of the scaffolding that creates an effective company culture. In a prior post, I promised to follow up with a follow up deep-dive series on onboarding, leadership, healthy growth, and measures/reporting in service of an effective, high performing culture.
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