Training New Employee's
Most leaders are very adamant about using their methods when it comes to the onboarding process, and for many companies, the idea of onboarding goes beyond just filling out forms and signing up for benefits.
This may not be a best practice, or it might be a bad practice. When 25% of your millennial employees plan to leave within 12 months, and 20% of new hires tend to quit in the first 45 days, changing the way they qualify isn’t just an idea. Just good; But it is necessary. However, changing the qualification process does not happen quickly, but why?
Most of the time, our focus in human resource and talent management is on helping employees overcome resistance to change. However, the focus should be inward and the question is whether leaders within the learning and HR domain may reject new qualification methods, and what are the reasons for their resistance to new practices.
Lazy effect:
It is about laziness ; It is psychologically easy for people to carry on with their lives without making any change, and this is more evident when it comes to the rehabilitation process. Since the process of welcoming employees, getting them to fill out paperwork, and transporting them to their workspace has been pretty much the same for years and requires no change, most companies prefer business as is.
Department leaders face several obstacles to the introduction of modern methods in the qualification process, including:
Budget: HR and training don’t usually have the kind of budgets that allow for experimentation, and every dollar spent on a project that doesn’t work means there’s another critical piece that isn’t getting right.
The “good enough” mentality: If something is good enough, it becomes easy to dismiss new approaches as unnecessary.
The old way of thinking: the onboarding process is seen as just getting new employees on the payroll and getting benefits, and the rest is left to the supervisor of the recruitment process for new employees .
Time constraints: Because HR or training leaders know how much time it takes to manage change, they may stop before they even start.
When you’re the only one working on something, or when you’re the leader of a small team, you can become overprotective of your project without even realizing it, you don’t want to let others get involved in the project once it’s yours.
Getting it done always the same way: that is the ultimate expression of what is called idleness; Leaders do not want to deal with something new, especially if they do not find a fundamental reason for change; So they justify their resistance by thinking that they are used to always doing things the same way.
Avoid routine:
Although inactivity can be difficult to overcome , there are things you can do to overcome resistance and introduce new methods into the rehabilitation process. Different strategies will work for different people, and we will see that companies will succeed with these approaches.
1-:Not seeing change as a major issue:
This may seem illogical; Because most advice emphasizes getting people involved often and early. And while there are platforms or other changes that need strong communication and change management when it comes to onboarding, you can make small or subtle changes without drawing attention to them.
If an HR manager is under pressure to keep things as they always do, there is no need to suggest an overhaul of the onboarding process right away. You can do something like add micro-learning, visuals, or video that shows your company culture, and include follow-up segments that support employees during their first six months at the company. You can also implement small changes like this without the CEO’s approval, and then measure the impact and share the results with CEOs to get approval for bigger changes.
This method is also useful in overcoming resistance from leaders whose main concern is time and money; Small changes can be made for less money and less risk; This means that you don’t have to talk to your manager about investing for three months to plan a new program.
2-:Conducting Research:
Even managers who think the old way can change the way they think with data. If you are trying to convince an HR manager that the onboarding process is more than a badge and a set of papers, you will succeed if you do your homework. Research the leader’s weaknesses, and what other companies are doing to overcome these tough spots.
For example, if a company is experiencing a high turnover rate, and the HR manager has been tasked with reducing that rate, you know that you need to start by making improvements to the onboarding process that target the employee’s relationship with the company . Equip with information about millennial turnover and how incorporating elements of company culture and purpose into the onboarding process through social media, mobile phone, or micro-learning can have an impact on employee turnover .
3-:Emphasize the benefits of improving ROI:
There is no more successful way to make a CEO (or COO or CFO) happy than by demonstrating a decrease in costs or an increase in productivity . For people who are overprotective of their projects or think that the onboarding process is good and doesn’t need change, you should show them that the benefit of change is greater than a state of comfort in the status quo.
Whether your HR manager wants to have a bigger role in decision-making , wants a promotion, or wants to have more freedom to innovate, you can make it clear that making changes to your onboarding process will lead to the kinds of changes that will help achieve These goals. Accountability for results will also help endorse and support future projects.
The benefits:
Improving employee engagement, speed in achieving efficiency , and lower turnover; They are all benefits of a modern onboarding process, but without an HR manager or training manager who advocates for new strategies, you will be stuck in the status quo. These strategies for stimulating change can help you overcome common objections to new approaches.
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