Survey at the onboarding software Honestly
Posted: Wed Feb 12, 2025 7:06 am
Day 2–10: Induction, support, goal setting and initial feedback
Once the crucial first day is behind you, it's time to get to work. This time frame includes training on tools and processes on the one hand, and detailed discussions about tasks and areas of responsibility as well as the history, culture and values of the company on the other.
Culture and values are often forgotten at this point, even though they are of fundamental importance for the success of the recruitment process. Why is that? If you look at why newcomers don't stay in a company for long, then in only 11% of cases it is actually due to the skills of the person concerned.
Much more often, the problem lies in cultural differences and the resulting differences in motivation, temperament and communication behavior.
A meta-study of 172 studies found that employees who are in tune with the company culture tend to be happier, more productive, and stay with the company longer. (These figures are from the US, but it should be similar here.) So the lesson is clear: Don't just assume that your new salesperson will "find their way around the company," help them do so.
But don't smother him with dry training. There are a few other things that are best done now:
Let the new employee accompany a few colleagues in different departments. This will help them to understand the company's processes better and faster, which in turn will make their own role clearer. And, incidentally, this approach improves cross-departmental collaboration.
Set short-term goals and communicate them clearly. In addition to personal discussions with managers, new employees want a guideline and performance goals. The short-term goals can be very simple, such as "get to know 10 of your colleagues". A good long-term goal, on the other hand, would be "complete three projects by the end of the year". Either way, the goals should be concrete.
Ask for feedback on how your onboarding has gone so far. Maybe it's going too fast. Maybe certain rules (or company policy as a whole) aren't entirely clear to them. You'll only find out if you give them the opportunity to tell you. And once you know, you can take it into account for your next new hire.
Some onboarding software solutions have their own questionnaire function for new hires. Or you can look for employee engagement software with a survey function and receive feedback from the entire workforce at regular intervals.
Here’s how to design a survey in Honestly (
source )
Day 11–30: Further training, keeping in touch, returning to normality
After a month, the new IT colleague should have developed a feel for the company and canada telegram data be at a point where she can be involved in day-to-day business. In plain language, this means that she should slowly start to attend meetings, for example, even if she may not be able to contribute much yet.
The foundation has now been laid and hopefully enough trust has been built up that you are slowly starting to feel confident enough to let her in on company secrets without her immediately running off to the competition. So introduce her to your company's strategies and market positioning.
Don't just throw all the information into a PowerPoint presentation or an e-learning course , but have a superior, perhaps even from management level, present it in a traditional conversation so that all the many questions can be clarified straight away and don't get lost.
And if you haven't done so before, you should start checking in on the new hire once a week to see how things are going. Not just with the new hire themselves, but also with their mentor to clarify any questions they may have. They may prefer not to discuss certain things with their superiors. There is strong evidence that the level of support during the initial phase has a significant impact on task understanding and satisfaction .
Once the crucial first day is behind you, it's time to get to work. This time frame includes training on tools and processes on the one hand, and detailed discussions about tasks and areas of responsibility as well as the history, culture and values of the company on the other.
Culture and values are often forgotten at this point, even though they are of fundamental importance for the success of the recruitment process. Why is that? If you look at why newcomers don't stay in a company for long, then in only 11% of cases it is actually due to the skills of the person concerned.
Much more often, the problem lies in cultural differences and the resulting differences in motivation, temperament and communication behavior.
A meta-study of 172 studies found that employees who are in tune with the company culture tend to be happier, more productive, and stay with the company longer. (These figures are from the US, but it should be similar here.) So the lesson is clear: Don't just assume that your new salesperson will "find their way around the company," help them do so.
But don't smother him with dry training. There are a few other things that are best done now:
Let the new employee accompany a few colleagues in different departments. This will help them to understand the company's processes better and faster, which in turn will make their own role clearer. And, incidentally, this approach improves cross-departmental collaboration.
Set short-term goals and communicate them clearly. In addition to personal discussions with managers, new employees want a guideline and performance goals. The short-term goals can be very simple, such as "get to know 10 of your colleagues". A good long-term goal, on the other hand, would be "complete three projects by the end of the year". Either way, the goals should be concrete.
Ask for feedback on how your onboarding has gone so far. Maybe it's going too fast. Maybe certain rules (or company policy as a whole) aren't entirely clear to them. You'll only find out if you give them the opportunity to tell you. And once you know, you can take it into account for your next new hire.
Some onboarding software solutions have their own questionnaire function for new hires. Or you can look for employee engagement software with a survey function and receive feedback from the entire workforce at regular intervals.
Here’s how to design a survey in Honestly (
source )
Day 11–30: Further training, keeping in touch, returning to normality
After a month, the new IT colleague should have developed a feel for the company and canada telegram data be at a point where she can be involved in day-to-day business. In plain language, this means that she should slowly start to attend meetings, for example, even if she may not be able to contribute much yet.
The foundation has now been laid and hopefully enough trust has been built up that you are slowly starting to feel confident enough to let her in on company secrets without her immediately running off to the competition. So introduce her to your company's strategies and market positioning.
Don't just throw all the information into a PowerPoint presentation or an e-learning course , but have a superior, perhaps even from management level, present it in a traditional conversation so that all the many questions can be clarified straight away and don't get lost.
And if you haven't done so before, you should start checking in on the new hire once a week to see how things are going. Not just with the new hire themselves, but also with their mentor to clarify any questions they may have. They may prefer not to discuss certain things with their superiors. There is strong evidence that the level of support during the initial phase has a significant impact on task understanding and satisfaction .