Times are changing, and the old playbook needs to be tossed and replaced by one that aligns with the company’s strategy. Take a look at what we mean:
Classic Onboarding of New Hires:
The traditional new hire onboarding playbook often falls short of bringing real value to the company.
Many companies still onboard by scheduling meetings between new hires and department heads, where they walk through their functions, answer questions, and provide overviews of operations.
While these conversations can be informative, they do little to harness the enthusiasm and fresh perspective that new employees bring to the table.
According to our research, new hires are most motivated during the early stages of their tenure, but traditional onboarding programs tend to diminish that excitement—leaving employees 62% less likely to share innovative ideas after they complete the process.
A New Approach:
To counter this, I’ve implemented a more dynamic onboarding method for key clients to leverage the enthusiasm and energy that new hires naturally bring.
Rather than front-loading the process with meetings, new hires receive key reports and background information upfront.
They then meet department heads in informal, curiosity-driven meet-and-greets designed to stimulate creative thinking rather than passive learning.
At the end of the first week, the new hire presents three ideas to the CEO, specifically focused on improving client satisfaction and retention.
Following this presentation, department heads engage with the new hire to explore the feasibility of these ideas. By the end of the week, the CEO reviews the department heads’ feedback, identifying which suggestions have potential for real impact.
If any ideas are deemed actionable, the new hire is tasked with spearheading their implementation, reinforcing ownership and engagement.
This onboarding approach not only captures the innovative energy of new hires but also empowers them with ownership of meaningful projects from the start.
Our research emphasizes giving new hires immediate opportunities to contribute, build confidence, and create a stronger alignment with the organization’s goals—resulting in higher engagement, increased satisfaction, and long-term retention.
