Onboarding Should be Relational, not Transactional

onboarding-soapbox

Sometimes, it’s the smallest things that get under a person’s skin and drives. them. absolutely. crazy.

For me, it’s the term “new hire.” Seems innocent, right? I’m sure about 99.2% of people in the free world wouldn’t think twice about the expression, but it’s one I simply cannot stand.

In fact, I told my friend Brian the other day that “I die a little bit inside every time someone says ‘new hire’.” Okay, maybe that’s a little dramatic, but hear me out:

Onboarding should be relational, not transactional.

“Hire” is a verb. It suggests transaction, or something that you do. When I hear someone referred to as a “new hire,” I immediately think that person isn’t an official part of the organization yet. In fact, when we look at the top definition for hire, this is what we see:

onboarding-should-be-relational-not-transactional

Am I saying there is no “transaction” involved in the process? Not at all. I get it, there is paperwork to complete, processes to follow, content to share. But that is not the end-all-be-all to onboarding a new employee.

onboarding-should-be-relational-not-transactional

Onboarding is a process that immerses a new employee (noun!) into an organization.

I think it’s safe to say that most, if not all, of us want our newest employees to feel welcomed, nurtured and included when they join the organizations we support. Your new employees are people, with needs and emotions and questions.

There is so much more to onboarding than the simple act of “hiring” a person.

When building a culture that welcomes, nurtures and includes new employees (particularly when there hasn’t been much of a process in place), an easy place to start is with the language you are using. It may be subtle – maybe even unnoticed – but being intentional with a detail as seemingly tiny as “new hire vs. new employee” sends a message to your organization that you are committed to building relationships with your newest employees.

Want to blow people’s minds? Tell them about it.

Tell your onboarding stakeholders and company leaders about your decision to use intentional language. Tell them that your team is committed to making onboarding a relational process, rather than a transactional one. This can be a huge value-add for your program.

Guess what? The benefit of intentional language goes beyond onboarding. Consider your language for learning, development and succession planning programs as well.

 

Your turn: Am I crazy? Is this just being a little too nit-picky? Tell me about it. Or tell me that this is brilliant, and it will revolutionize your program. Either way, I’d love to hear your thoughts in the comments.

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In My Opinion, The Most Important Part of Onboarding is…

Most-Important-Part-of-Onboarding

Yesterday, I was asked this question: “In your opinion, what is the most important part of onboarding?”

Naturally, I had an opinion, and I wanted to explore the topic further here.

My answer to the question – the most important part of onboarding (in my opinion) is connecting the new employee to the organization.

Notice I didn’t say getting paperwork filled out correctly. Or ensuring that policies are adequately covered. Or that the boxes are all checked. I believe the human component of onboarding trumps all of that.

What do I mean by “connecting the new employee to the organization?” Depending on your organization, this could mean a few different things, such as:

  • How can the new employee establish a “direct line of sight” to the customer?
  • How does the new employee impact the customer experience (directly or indirectly)?
  • How can the new employee embody the company vision, mission or core values?
  • What is the company culture? How can the new employee get involved?
  • Who are the key individuals with whom the new employee can connect up, down and across the organization?

Simply put, it’s about putting people before process.

Chances are…the paperwork – online or hard copy – will get filled out. Those policies will be covered. The proverbial boxes will be checked. But what if no one helps the new employee connect to the organization? That vulnerable new employee, left alone to navigate with uncertainty, will inevitably stumble.

Will he be able to establish that “direct line of sight” to your customer?

Will he know how his role impacts the customer experience – particularly in a non-customer-facing role (such as accounting)?

Will he truly understand your company’s vision, mission or values?

Will he “get” the culture? Will he feel comfortable enough to get involved?

Will he be able to identify those key individuals and be empowered enough to reach out and make those connections?

Maybe…but not likely. That’s where all of the stakeholders involved in the onboarding process come in. Just as it “takes a village to raise a child,” it also takes a village to nurture and engage a new employee. Whether you are an HR manager, a Talent Development practitioner, a hiring manager, a teammate or someone in a supporting role, you have an opportunity to make a difference when connecting a new employee to your organization.

Because after all, it is the most important part of onboarding. In my opinion, anyway.

 

Your turn: How does your organization’s new employee experience put “people before process?” Share your thoughts in the comments!

 

Not putting people before process with your onboarding program? phase(two)learning can help!

Bring phase(two)learning to you – now scheduling workshop dates for December 2014 and beyond! Send an email to learn more about customized workshops that can help your organization align onboarding with what matters to your business. Get your free quote today!