- Nearly 33% of new hires look for a new job within their first six months on the job. (Among Millennials, that percentage is even higher … and it happens earlier.)
- Twenty-three percent of new hires turn over before their first anniversary.
- The organizational costs of employee turnover are estimated to range between 100% and 300% of the replaced employee’s salary.
- It typically takes eight months for a newly hired employee to reach full productivity.
One of the greatest obstacles to effective onboarding is the time (or lack thereof) managers have to properly assess, coach, and engage their new talent. But digital behavioral assessments and interventions can help you focus on improving and measuring employee behaviors across 40 focus areas related to:
- Job specific knowledge and skills
- Core role competencies
- Relational integration with the team
- Work habit improvement
How tools are changing the way we manage, learn, and get things done.Our own platform offers access to an ever-expanding catalog of aggregated high-return practices (the assignment of an Onboarding Buddy, for example, or taking a Deep Dive on the product with a new teammate) and assessments, which measure how effectively the new talent is being onboarded. Managers also have the ability to customize the delivery of these assignments and assessments, as well as the language used, via templates for each and every new hire. As the catalog of assignments and assessments grows over time, it becomes increasingly validated by an expanding community of users. In the past, a new employee in her second month on the job would have been directed to attend an e-learning course teaching the importance of having “crucial conversations,” such as asking for feedback. In contrast, a digital tool might direct the individual to “reach out to your Onboarding Buddy and ask for feedback on your recent job performance.” In other words, rather than hear about the importance of crucial conversations, new talent actually has one.
. . . These platforms are also helping to assure managers and HR alike that new hires are hitting all the necessary benchmarks, while providing a much more consistent onboarding experience — especially for teams working in remote locations. It also helps to increase transparency, while streamlining communication between managers and new employees. It’s important not to think of digital onboarding tools as a replacement for human interaction. In a stark departure from the movie HER, where an Operating System formed an unhealthy relationship with her user, these tools are meant to support and encourage users — both manager and employee alike — to form productive, long-lasting relationships with all of their new colleagues.
Originally published as Technology Can Save Onboarding from Itself by Keith Ferrazzi on HBR.com