It’s human nature to have a deep-seeded desire to be needed. Wanted. Valued. In several talks and workshops, I’ve used Maslow’s Hierarchy of Needs as an example of how we should be considering the needs of our new employees as we develop and implement onboarding strategies. Of course, it is critical to focus on the business needs in our programs, but when we focus all of our energy into driving business results, we are blind to the relationships that we might be neglecting; relationships that must be nurtured if we expect to drive any results whatsoever.

Old Abraham Maslow would be so proud to know that I’m getting so much mileage out of this…let’s take a look at a simple version of his famous Hierarchy model:

Now, let’s think of it in terms of a new employee’s first experiences with your organization:

If you’ve read this blog for any length of time, you’ll know I like to joke and be silly, but you might be surprised how many times I’ve heard stories from people who started new jobs, and no one told them where the restroom was…or where to park…or where to sit….or any number of basic tasks.

For the sake of this post and how lengthy it could become, let’s assume that you cover the first two rungs of the Hierarchy, and your goal is to create an environment that nurtures your new employees and truly welcomes them into your culture. If the ultimate goal is to achieve the top level of the Hierarchy….self-actualization, where the new employee can affirm that s/he made the right decision to work for your organization (because remember, that decision is a two-way street – sure, you may have chosen that candidate, but s/he chose your organization, too!), your new employee needs to feel connected to your organization, the culture, the customer, the hiring manager and his/her immediate team from Jump Street.

Let’s repeat that:
Your new employee needs to feel connected to your organization, the culture, the customer, the hiring manager and his/her immediate team from Jump Street.

(No small task!)

Here is one simple sentence that all hiring managers should say to every new employee on his/her first day that will instantly bond a new employee to the organization, the team and the role:

It can be said casually over lunch or coffee. Maybe as the new employee is getting settled at his/her new desk, or in a debrief at the end of the first day. But it needs to be said. Instead of letting a new employee wonder what made him/her stand out against other candidates, or sift through vague interview feedback, just say it. Tell that outstanding new team member exactly what s/he brings to your team, and how much the team is looking forward to his/her contributions.

What this will do for your new employee:

• It will capitalize on the new employee’s already-high level of excitement about starting the new position and help create an early bond.
• It will help the new employee understand that even though s/he doesn’t know the ropes yet, his/her perspective, past experience and potential will add value to the team.
• It will give a warm-fuzzy feeling….and most will admit, it’s just nice to hear.

Bottom line: When studies suggest that as much as 87% of new employees are not fully committed to an organization for the first 6 months, and the costs of recruiting, replacement and retraining are excruciatingly high, shouldn’t you use every available opportunity to weave that employee into the fabric of your team and organization?

Will you be at the ATD International Conference & Expo in San Diego next week? If so, I’d love to connect with you! Drop me a note and let’s find a few minutes to chat!