| | JANUARY 2023MANAGEHRMAGAZINE.COM9There are standard best-practices in onboarding, and there are those that go the extra step. Providing the right tools impacts an employee's productivity and will enable them to do their job well. Start with providing the job duties, training in necessary systems, and setting expectations for the first 90 days. If the tools include mechanical or technical equipment, training on how to use those tools safely is also essential. While department introductions are often incorporated, don't forget about the cross-functional support introductions that will help an employee in their day-to-day work. Basic onboarding includes company policies and procedures but taking time to show a new employee how to complete tasks such as expense reports, logging their work time, or scheduling travel will reduce questions and unnecessary stress later. Be mindful to share the tools and benefits your company offers that promote wellbeing as these offerings demonstrate your company's commitment to your employees' whole self. Step 3 ­ Develop and EngageAfter an employee is hired and onboarded ­ you want to develop and retain them. HR professionals understand that employees will do their best when they feel supported and valued. Our job is to help managers learn how to demonstrate their support through intentional actions. Managers are key in helping employees connect with co-workers and build their skillsets. Recommending opportunities for new employees to build relationships can be done through activities, a cross-functional task force or a resource group. This allows new hires to build a network of people to seek answers from when needing information to perform their role. It takes time and intention to determine what career path the employee desires and to address needs at the individual level. Managers set the tone and communicate ­ either directly or through their actions ­ what is most important to focus on. They can accelerate a new employee's success through training, frequent feedback and performance reviews. HR can help by providing tools and talent management strategies ­ such as a scheduled check-in plan, a 60-day feedback loop, a recognition program or employee resource groups. Step 4 ­ Mobility and Transition The step that is most overlooked is transition. Mobility within the company is constrained only by an employee's readiness or a company's opportunities. Managers need to plan for employees in critical roles to transition ­ to another role, another team and even out of the company. Succession planning allows managers to be proactive in assessing roles and internal talent to be able to fill a vacant job. In addition to facilitating succession planning, HR may consider formally outlining the mobility process for promotion and transfer to allow transparency and alignment between managers and employees. Professional relationships are like personal relationships ­ you should only expect employees to stay with your company for as long as the relationship is beneficial for both parties. I support an employee growing above and beyond their job description ­ but with a lack of opportunities or proper succession planning, the opportunities for an employee can feel limited. In some cases, to grow into the job an employee desires, they must find opportunities outside the company. And we should wish them well in their future endeavors. We must build buy-in on the key components needed for success: attracting, developing, and retaining talent that is right for the company and the team
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