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Young successful companies need to grow in order to increase their success and develop further. The tasks increase and new tasks are added. At some point the tasks can no longer be mastered by the existing staff and the company has to expand. The new job is published on social media, on portals and the own web page and the first applications arrive with the personnel responsible person. This is followed by several hours of interviews and at the end an applicant suitable for the company should be selected, with whom the contract negotiations then continue.
Once the contract has been signed, both parties look forward to the first working day soon. From the moment the contract is signed, the decisive familiarisation and familiarisation phase begins. The new employee has to absorb and process a lot of information in just a few days. This process should not only start on the first working day, but also shortly after signing, in order to prepare the employee slowly for his first day. This process is called onboarding.
In addition to providing information, the process also aims to establish initial communication between the supervisor and the applicant.
An example of such a process at Wavy can be for example:
After signing the contract, the HR manager informs the supervisor about his new team member. The first contact information is also provided immediately so that the supervisor can personally welcome his new protégé. A first contact should take place in which the superior introduces himself briefly and is available for further inquiries gladly.
1-2 weeks before the first working day, the new employee then receives another message with a first official contact by the company. Here you can briefly introduce the department in which the new employee will be employed.
1 week before, the applicant receives another email from his superior asking him to forward all necessary documents to the personnel department and to send him a photo of him for the access card and his date of birth for the calendar.
4-5 days before the first day, the new supervisor receives a reminder from the HR department with some tasks and preparations for the first day. These can include creating a job description, preparing all accesses, informing the team about their new colleague, preparing and equipping the workplace, ordering the access card or entering an appointment for lunch on the first day.
1 day before, the last important details should be clearly communicated again. A short email should describe where and when the employee should arrive. If the new place of work does not correspond to the location of the job interview, a short description of how to get there is also best. A short description of the first few hours can also be helpful. What meetings and appointments are planned for the first day? What are the routines for the first morning?
This is followed by the induction phase, which is best structured and planned by means of various checklists and support from the colleagues provided. Nothing is worse than having to teach yourself the various tasks as a new employee and having no real contact person for questions.
Approximately 4 weeks after the first day of work, a first discussion should take place between supervisor and employee in which the first goals, the areas of responsibility and the first impressions are exchanged and discussed.
It is important to keep a continuous contact to your new employees over the course of the first half year. Both parties should have their expectations reached and start of the new partnership with a positive process that then is continued throughout the partnership.
Of course, there are different approaches and methods for onboarding and each company handles them differently. The aim of this process should always be to integrate the new team member into the company as quickly as possible so that further successes can be achieved and new goals can be set.