Sector News

How immersive onboarding accelerates time to productivity

August 23, 2016
Borderless Leadership

Day one for many new employees plays out in the same way. An office tour is held, a new email account is set up and the remainder of the day is spent familiarizing with the workplace.

From there, it can take weeks to gain any responsibility or lead a project as they continue to observe and absorb workplace culture. The Future of Work from PSFK Labs explores how future-forward organizations are restructuring the onboarding process to accelerate the integration of new hires to decrease time to productivity by creating an immersive and memorable onboarding experience.

It’s sometimes hard to fully commit when a new employee is brought on. However, it is also very important for the work culture. According to a 2015 report by ADP, employees who are very satisfied with their onboarding process are three times more likely to identify as “extremely loyal” to their company.

A focus on hands-on activities, early mentorship, deep-dive rotations and skill-sharing helps employees take control over their own progress and learning, to become part of an organization more rapidly. By allowing new hires to rotate through different departments to develop an interdepartmental support network, employees gain a more holistic understanding of the business, which improves every future decision.

“When you’re onboarding, it’s easy to get bogged down in passwords and paperwork…but if you want employees to be invested from the day they start, you need to find ways to work culture into the orientation process”, said Kathryn Minshew, CEO and Co-Founder of Muse.

For a more unique onboarding experience, new hires at Managed by Q help clean the offices of paying clients—regardless of what position the employee is hired for. Whether a coder, salesperson or manager, the rotation reinforces the company’s motto “Everybody Cleans,” leveling every employee onto the same mission. As a legacy from the company’s early stages when ‘all hands on deck’ was needed, it helps to reinforce an understanding of the core business and its workforce.

At mattress maker Tuft & Needle, new hires start their corporate experience by providing customer support to understand organizational needs and feedback. After a while, the employees are phased into their assigned roles but continue to provide occasional support as well. To not only learn about the customer, but of the actual makers of the company, new employees are flown out to Tuft & Needle factories for a first hand insight in the making process and to get to know their out-of-department co-workers. The comprehensive understanding from customer to colleague is what inspires the Tuft & Needle customer-first mentality.

PSFK’s Future of Work report deep dives into the talent and development landscape to identify the conditions and qualities that cultivate tomorrow’s leaders at work.

Source: PSFK Labs

comments closed

Related News

July 14, 2024

The 6 trends CEOs see shaping global business today

Borderless Leadership

A group of global CEOs recently gathered for a private dinner in a Spanish restaurant in central Tokyo, representing a variety of sectors spanning food, insurance and banking, medical devices, semiconductors, and heavy industries like steel. These are six topics that dominated the evening’s discussion.

July 7, 2024

HR is often left out of AI plans, despite the need for upskilling and inclusion

Borderless Leadership

“Despite playing a significant role in organizations, HR is being left out of the conversation on AI adoption,” according to the report. That’s a mistake because HR leaders can help develop a strategic and holistic approach that considers the benefits, risks and objectives of AI use — while also maximizing return on investment and mitigating harms to reputation, security and inclusivity, it said.

June 29, 2024

Digital Transformations: Six Actions That Lead to Success

Borderless Leadership

Most large companies are well into their digital transformations, some having started more than a decade ago. However, many executives remain disappointed with the returns on their investments in digital, with only 22% saying that they have achieved most of their goals and only 2% believing that they have achieved them completely. Bain’s research identifies six actions of companies with successful digital transformations.

How can we help you?

We're easy to reach