New employees are a great asset to any organization. When they come in to replace former staffers or even to occupy newly created positions, organizations would want them to hit the ground running.
However, this is not always the case even with experienced employees. Learning an organization takes time. Onboarding programs come in to bridge this gap to reduce the amount of time to acclimatize, become socialized and get productive at work.
Organizations invest in the onboarding programs with so that their new developers can bring more value than what was spent invested. At the very least, the onboarding program should be successful.
How can you calculate, therefore, the return on investment of the onboarding program?
Kirkpatrick’s model of evaluation involves reaction, learning, behavior, and results. This model has been used over the years to evaluate the effectiveness of training.
After the onboarding program, a company may provide the new staffers with a questionnaire to collect information based on their reactions. The benefit of this evaluation is you obtain the employee’s first impression of the organization.
If an organization’s employee turnover rate is high, it indicates that staffers are dissatisfied with the environment within which they work. With an onboarding program in place, you could orient staffers on the job at hand and get them to understand the processes in the organization. Here employees are also informed about the challenges and opportunities that may arise in the organization.
In the case of a significant reduction in employee turnover, an onboarding program is counted to have been successful.
Likewise, referrals help organizations to reduce the cost of advertising and sourcing for candidates who are the best fit for existing positions. Ordinarily, happy employees are more willing to invite their friends over into that particular company.
So, when a firm finds itself in a situation where a large number of interviewees attribute their knowledge of the position to your employees, then onboarding was successful.
Immediately after the onboarding program, developers could be asked a few questions on a scale of 1-10 to provide feedback on whether they are satisfied with what the company has to offer, its terms and environment. This is critical as it can capture what employees feel and perceive your organization.
During these sessions, developers are asked questions why they choose to stay with the organization. It is useful in picking out the specific aspects of company strengths. Firms can, therefore, emphasize these positive aspects to ensure members of staff remain productive.
While the stay interviews address why employees choose to remain loyal to the organization, the exit interviews focus on why an employee decided to exit the job. Here, the company could ask if ever the onboarding program was effective or otherwise.
For detailed insights, you could employ the use of each one of these approaches. Employee surveys can be used to determine how effective developers find these onboarding programs are. Also, employee turnover is a quick way to establish whether your company got its fair return on investment (ROI) in the onboarding program.