How to successfully Integrate New Employees

  1. I have only recently (2017) become aware that the term 'on-boarding' is slowly replacing the word ‘orientation’ as a way of describing what happens when a new person joins an organisation. Apparently the rationale is that it's not good enough to point someone in a particular direction they need to be fully engaged as quickly as possible. To avoid any controversy I have decided to rely upon the very old-fashioned noun, integration.  As an aside; for some of the organisations I have dealt with, a Borg-like assimilation might be more accurate. Whatever the terminology it remains a simple truth that people joining an organisation cannot just be thrown in at the deep end and expected to swim. There must be a process in place to welcome people and give them a sense of belonging in what, to them, will be a foreign landscape.
  2. Don't wait until the first day. Where possible adopt a holistic approach. Start the integration process from the first advertisement, throughout the interview stages to the offer letter. Consider every interaction with a new recruit, prior to their first day, is an opportunity to inform, educate and embrace.
  3. Write it all down. A comprehensive handbook is key to welcoming anyone new. No matter how well-planned the early days in a new organisation can be chaotic and many questions may go unanswered. A good handbook allows the individual to follow-up on things they encounter during the work day. A word of caution; a handbook is not a teaching tool. Even the best handbooks cannot replace positive human direction and interaction. I remember seeing a group of newcomers sat in a room whilst a manager read through the works handbook page-by-page.  I still remember it, a warm room on a hot day and the monotone/disinterested voice of an ageing manager - great!
  4. Create a timetable. It's important that the newcomer doesn't feel that they are an inconvenience or surprise to the people tasked with their induction (another term).  Whilst every companies process will differ a good first day will include a brief welcoming speech, an opportunity to meet co-workers in a relaxed setting and a debrief session specifically designed to get feedback from the newcomer, With a group of noviciates it's important to orchestrate introductions. Don't assume that people will be confident enough to make their own introductions.
  5. Don't use platitudes. Saying things like 'my door is always open’ is useless. It is important that newcomers know exactly who is responsible for what and how to ask questions and give feedback.
  6. Integrators (on-borders or assimilators or inductors or orientation specialists) need to be enthusiastic and loyal to the companies values and mission statement. I was once told by my allocated ‘mentor’ the job was %$£W&^%*$! and they were just hanging on for early retirement. It's possible that this was not a message approved by the company.
  7. Encourage questions by creating a 'buddy system’.  I see this as distinct from any ongoing mentoring that may exist. Newcomers are normally confident in their actual job, it is the practical day-to-day routines that can overwhelm them.  Simply finding your way around a new building can be stressful. To this end a cheerful/patient co-worker specifically assigned to answer lots of ‘newbie’ questions is vital.
  8. Attend to details. I'm always amazed by the damage that can be done by unintentional slights. I am not a fan people who take offence for no reason but, I have sympathy for people who turn up on their first day to find any combination of the following - 
  • No one expected them (especially at the front desk).
  • Kept waiting with no explanation.
  • Mispronunciation/misspelling of names.  
  • No necessary ID/name badge.  
  • No desk.
  • Untidy desk.
  • No phone.
  • Dirty phone.
  • No uniform or a uniform that doesn't fit.
  • A dirty car/van .  

Hopefully you get the idea. 
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