In today’s demanding corporate environment, businesses are struggling to boost employee engagement. It is a strategic imperative but no small task given the severity of the problem. According to Gallup Inc.’s 2013 State of the Global Workplace report, only 13 percent of employees say they are engaged at work. Astoundingly, actively disengaged workers continue to outnumber engaged employees at a rate of nearly two to one.
Tracking and assessing workforce-diversity programs shouldn't be hard work, but it should be a top priority. Because businesses benefit when they employ highly engaged workers with different backgrounds, HR leaders and hiring professionals contribute directly to a company’s success when diversity programs meet their goals.
Onboarding matters. Organizations hire employees to get a job done. Those organizations which are able to harness the power of new employee knowledge, skills, and abilities quickly are more effective than those who do not. Understanding what new employee onboarding is, how to do it well, and how to facilitate the integration between the new employee and hiring manager is a major key to success. Organizations considered in the top 20% in terms of onboarding had 91% first year retention and 62% of new employees reaching first year goals compared to the bottom 30% of organizations who reported only 30% retention and 17% goal completion for the same time frame. The person within your organization who has the power to make or break a new employee’s success is the hiring manager. This white paper describes best practices and shows the importance of managers employing these best practices for onboarding new employees.
Message in a bottle? You’re hired. Tarot reading? You should have known better.