While you’re making sure that the new employees who will be joining next week will have a desk and a phone, be scheduled for training, and so on, what do you suppose they’re doing?
George Dalton tell us they’re “worried about whether they’ll fit in. Whether they’ll make friends. Or whether they’ll be eating lunch by themselves for the next six months.”
Speaking to a DisruptHR audience in London, Dalton compared onboarding — induction as it is also called in the UK — to being trapped by a bore at a party. They go on about themselves. Same thing with HR preparing for a new employee.
Certainly handling the details are important, but even more so is the part most induction or onboarding programs ignore — the social and relationship needs of the new employee. “Organizational socialization, also known as building social capital, is all too often the forgotten part of the onboarding process,” laments Dalton. While each of what he describes as the four C’s of onboarding are essential, helping the new employee make connections is essential to their success, and, ultimately, to the organization’s.
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