Benchmark Recruit Employer Advice, advice-centre
When it comes to recruiting new staff for your business, finding the right person can prove very time-consuming and expensive. In fact, according to a report by Oxford Economics, it costs employers £30,614 to replace a member of staff (this accounts for management time, loss of earnings and loss of productivity whilst training)
This figure is shocking enough, but it looks even more worrying in the light of research by credit-reporting agency Equifax, which found that 40% of employees who decided to quit their jobs did so within six months of starting in the role, due to poor induction.
So when you find a quality candidate you want to ensure they're fully engaged from the start, minimising the chances of them making an early exit. Here are fix ways to keep your team spirit high and work towards lasting employee relationships.
Retention is not just recruitment
All to often hiring managers invest time in to recruiting and then neglect to fully induct their new recruits - this will only come back to haunt you if you do not invest early on. Implementing a strong induction process allows you to cover all aspects of the new position from training and guidance, procedures and review processes.
To help a new employee know what to expect, it's a good idea to highlight what's going to be happening and put milestones reviews in the diary as well as official meetings to reflect and review on success.
If you fail to do this you will not only impede the new employee's effectiveness in their role, but also give them a greater sense of being an outsider: someone who doesn't know what the rest of the team knows and who isn't being helped so they can get there. That is pretty much the opposite of engagement!
As part of our recruitment partnership we provide all placed candidates with a bespoke induction booklet which allows new recruits to settle in to a new working environment, and employers to see the benefits of formally setting out a training plan, using simple performance review documents. Important in this process is sharing your vision, mission and values with your employee to ensure they see how their contribution will feed in to the business.
While the new role itself is enough to engage a new recruit you can not underestimate the importance of acceptance into a new team. It is essential managers introduce new recruits to the rest of the team and explain how they work together - in addition giving them a 'buddy' on the first day to show them the ropes will help to put the employee at ease. Not only will this give the new recruit a sense of their fit in the business, it will also help develop those all important workplace relationships.
Having a social aspect to work can also help integrate new employees and allow time for the team to invest in getting know them outside of work. Be aware that a notice period can be up to three months which presents an opportunity to organise a social during that time with key staff members to ensure your new recruit is still on-board and bought into the company, avoiding counter offers.
Deliver your promises
It is not uncommon for employers to make all sorts of promises at interview to get buy-in from a new employee, only to let those promises drift once they start work. Whilst it might seem fairly immaterial to an employer that they have failed to pay for promised training or deliver agreed support or bonuses, it can leave an employee feeling quite disgruntled
At the very best, this can lead them to be more inclined towards 'presenteeism'; if they feel you have under-delivered they may feel entitled to do the same. At worst, they may just look to 'jump ship' to another job that promises what they were looking for in the first place.
Empower your new recruits
It is a commonplace irony that many employers undertake a major recruitment drive and pay good money to attract skills staff, only to micromanage them or ignore their advice. Understandably, it can be difficult to let go and trust someone's ability from the start. After all, you don't know them and haven't seen how they work. That said, it is important to temper your fears and be fair with your new employees.
Fail to respect their abilities and advice and you are basically telling them you don't believe they can do their job - and that is a real turn-off for any employee. Give them space to blossom and they probably will, you hired them after all.
Start as you mean to go on, and in the first day allow a new employee to give input to help set milestones and performance measures. You want to ensure you have their buy-in and assess what support and training will be required to meet milestones, ask them what you do well as a business and areas for improvement - you can not underestimate a fresh pair of eyes!
Give feedback from the start
Every employee wants to be reassured that they are bringing value to the business. However, whilst you might be overjoyed with their performance, they may feel that the opposite is true if you don't tell them.
This uncertainty can be even more acute when they are new to the job, so it is important to give them regular, informal feedback to reassure them.
Even constructive criticism is better than no feedback as all, as it provides a yardstick as to your expectations of that employee and gives them a sense of working with you towards shared objectives.
For example at Benchmark new consultant will have a review at the end of week one, month one and month three. Utilising our induction booklet allows clients to do this for their new employee ensuring training and development is not overlooked.
If you feel you would like to tap into our expertise please get in touch on 0114 221 0550 or email@example.com