Webinar: Virtual Onboarding and Performance Management

Employers: Take advantage of this complimentary webinar by Luisa De Jesus, Founder and President, LD Human Resources. The 30-minute video provides a step-by-step guide on how to conduct virtual onboarding and tips for giving performance management reviews as employees continue to work from home.

BY LUISA DE JESUS, CHRP, CHRL

Right now, a major focus for many companies is working through the unprecedented workforce circumstances resulting from COVID-19. Social distancing requirements have created all sorts of business disruptions particularly with working from home and onboarding new hires. Although some organizations have put recruitment activities on hold, the reality is that many companies are continuing to hire in response to their business needs. Some industries even have the good fortune of tapping into a wide pool of previously unattainable talent, while some organizations need to hire temporarily to continue to operate. This is so they can make workplace accommodations for employees with childcare or eldercare duties, or for those with compromised immune systems who are not yet comfortable to return to work. Companies are actively revisiting how they can establish and conduct onboarding programs virtually to setup new team members for success while adapting to this new normal. 

For effective virtual onboarding and employee retention, provide a warm welcome, set aside time in the first week for one-on-one training via video call and assign the new hire a dedicated “buddy” to show them the ropes!

Onboarding is a vital process for so many reasons. Not only should it make the new hire feel welcome and engaged, but it is also key to employee retention. Gallup found that only 12% of employees strongly agree their organization does a great job of onboarding new employees. This means there is a huge opportunity for organizations to improve on this front. An effective virtual onboarding program connects the employee to three aspects of the company: the organization itself, its people, and their new role. In forming these connections, a positive rapport and trust are built between the employee and the organization. A successful onboarding program ensures the high costs of hiring a new employee are well worth it and increasing the chance of the employee staying on for the long-term. The program should take the employee through the completion of critical tasks while making them feel welcome, prepared and excited to be a part of the team.

To help businesses with their ongoing hiring needs, our HR consultants have identified an effective virtual onboarding process that any company can use. This simplified and engaging process will ensure the necessary tasks are completed and the employee feels connected to the company and its culture. There are four essential milestones in the onboarding process to ensure long-term retention: pre-start, the first week, the first month and the first year. 

For the full webinar on Virtual Onboarding & Performance Management, click on the image to watch the 35-minute presentation hosted on our YouTube Channel.

Pre-Start

Before an employee’s first day, there are certain objectives you, as an employer, should accomplish. As you prepare for their start, you will want to build a strong rapport and establish a sense of trust by familiarizing the new employee with the organization and ensuring they feel ready to start. Sending them the required tools and technology and a welcome care package is a great start. You will also want to send  a warm welcome email introducing them to the team. Provide them their schedule and forms to be filled out by their first day. Ensure that you have put aside meaningful work, management’s time and a well-thought plan to train them.  Assigning the new hire a welcome-buddy and preparing a FAQ document to address common inquiries are two more proactive ways to ease first-day anxieties. 

First Week 

The first week is a critical time in which the new hire has completed orientation and training, has formed connections with the team and company culture, and has come to learn the expectations as a new team member. By the end of their first day, provide the employee with a structured learning path and onboarding schedule to give them a sense of direction. Additionally, virtual calls should be scheduled with managers, the team and the president. 72% of employees surveyed by Enboarder said one-on-one time with their direct manager is the most important aspect of any pre-boarding or onboarding process. Arranging this will help the new hire feel like a priority and connected to the company. Of course, an HR orientation around policies, procedures and general expectations should also be conducted at this point to create accountability and gain clarity on expectations and processes. 

After their first week, the employee should understand their duties and responsibilities and feel comfortable and prepared to perform them at a junior level. They should be updated on when regular meetings, check-ins and events take place and know who to contact should they have any questions or concerns. The company culture, vision, mission and values should be clear by the end of week one.

First Month 

Sapling HR states that most organizations stop their onboarding process after the first week, leaving new hires confused, discouraged, and lacking in resources. It is important to carry over this process into the first month and even the first year to avoid employees feeling this way. The first month is all about checking in, feedback, and ensuring that the employee is on the right track for success. Remember that feedback is a two-way street, and aside from giving feedback, you must model continuous learning by asking regularly for feedback in return. By this point, you should be recognizing the employee’s early wins using public praise and recognition to further motivate them. Make sure you are also recommending new learning and development opportunities to promote their professional growth. This will help the employee to envision themselves at the organization for the long-term.

First Year 

By the end of the first year, performance management and employee retention become paramount. There are two objectives with performance management: 1) to summarize their performance over the past year; and 2) to review any areas requiring further development. During the first annual performance review, consider re-evaluating the employee’s compensation and benefits. Review their accomplishments, successes, contributions and challenges. This will provide a baseline of which skills to develop and demonstrates for the employee, the connection between their performance and contribution to the organization’s overall objectives.

To increase retention, continuously challenge the employee with new goals. In addition, keep recognizing their achievements with increased compensation, bonuses and perks. Do not forget to give both positive and constructive feedback and ask the employee how they might improve your company or its processes. An employee who feels recognized and heard is more likely to remain onboard and will value contributing to the organization’s objectives.

Overall, a successful virtual onboarding process will set the tone for a remote-work employee experience with the company, so it is worth your time to make it a great one. The HR consultants at LD Human Resources are here to support employers and help them navigate through COVID-19, and beyond.  We welcome you to reach out to us at any time for a complimentary consultation.

About the Author

As the Founder and President of LD Human Resources, Luisa is a highly motivated and results-driven human resources professional with over 20 years’ experience in HR. Luisa is a Certified Human Resources Professional and holds a BA from the University of Toronto. She also graduated with honours, obtaining her Human Resources Management certificate in 2010.

Luisa’s expertise spans professional and financial services, construction, travel and tourism, IT, not-for profit and retail. Her key strengths include: strategic consulting; performance management, succession planning; recruitment and employee relations; organizational development and learning; and, compensation and benefits. Luisa is committed to high professional standards that link HR best practices to business objectives, delivering results within changing environments. She is a proud mother of two strong-minded young girls, and an advocate for mental health and wellness.