Memphis Business Journal, Published November 24, 2008 Written by Barbara Richman

1. Memphis Business Journal - November 24, 2008
http://memphis.bizjournals.com/memphis/stories/2008/11/24/smallb4.html
Friday, November 21, 2008
Engagement begins day one, onboarding
process should be extensive
Memphis Business Journal - by Barbara Richman
Organizations regularly devote time, effort and money identifying ways to recruit, engage and
retain qualified employees. Numerous articles and books have been written that provide
guidance on these topics. What may be overlooked or missing is an awareness of the need to
focus on engagement and retention as part of the orientation and onboarding processes,
beginning day one.
Although orientation and onboarding are often referred to interchangeably, a distinction can be
made to differentiate the terms.
Orientation involves processes and programs that normally begin on the first day of employment
and extend from one day to several weeks. Some organizations schedule subsequent sessions at
later dates in order to provide additional information and to reinforce the content that was
covered previously.
Onboarding provides a more in-depth and comprehensive assimilation process that normally
extends from three months to one year. This additional time can be used to connect the employee
to the job, team and organizational values.
Organizations, regardless of size, can benefit from focusing on ways to improve current
orientation and onboarding processes and programs in order to achieve improved engagement
and retention results. These changes have the potential to positively impact organizational
turnover, morale and the bottom line.
By considering questions, such as the following, organizations can develop strategies to improve
processes and programs designed to assimilate new employees into their jobs, departments and
the organization:
1. Has the organization taken into account basic information that employees will want to know
beginning day one and throughout the onboarding process? Preparation can be facilitated by

2. focusing on what will be of value from the vantage point of the new employee and posing
questions, such as who, what, when, where and how. Examples include what benefits are
available and whether a waiting period is required, where necessary resources are located, and
when employees should notify supervision with requests for leave.
2. Are employees provided with information that will enable them to comply with policies,
procedures, standards and other workplace practices? To be held accountable for compliance,
employees first need to understand organizational expectations. Management should
communicate policies, safety standards, departmental procedures and other requirements during
the orientation process and beyond. Also, the employee handbook should be reviewed with
employees and distributed during the initial days of employment.
3. Are employees furnished with information, training, tools, equipment and other resources
necessary for successful job performance? On-the-job and other training, as well as required
resources, are key determiners in employees’ ability to perform their jobs. Therefore, employees
will be more productive if training and resources are furnished in a timely manner upon entry
into the jobs.
4. Are employees provided with sufficient information about the culture to understand
organizational norms? While employees need information and training specific to their jobs, they
also need to gain an understanding of the mission, values, guiding principles and practices that
define the organization’s culture. The organization should provide this information rather than
deferring to informal communication channels.
5. Are employees given a conceptual framework that enables them to understand how their
positions relate to other departments as well as the overall organization? Employees will become
more engaged and capable of communicating effectively with other employees and with
customers if they understand the relationship between their work and that of other areas of the
organization. This background can be provided by various approaches, including written
materials, meetings and other types of communications that increase the employee’s
understanding of products or services, functions of departments and reporting relationships.
6. Has the organization been proactive in creating an environment where new employees
perceive that they are welcomed, accepted and a part of the team? There are numerous ways to
assist employees in developing relationships within the work unit and organization. For example,
a sense of belonging can begin when employees are introduced to members of the management
team and co-workers. Feelings of acceptance will be reinforced if employees are given
information about departments and individuals to contact if questions arise. Employees will be
more likely to perceive that they are valued by the organization if management is responsive to
their questions and timely in providing necessary equipment and other resources.
7. Does supervision provide performance feedback to employees on a regular basis throughout
their initial periods of employment? Ongoing feedback regarding strengths and areas of
improvement allows new employees to understand whether they are successful in meeting job
requirements. If there are disparities between job requirements and actual performance,

3. supervision should discuss specific improvements with employees that will enable them to
bridge those gaps.
8. Does the organization look for opportunities to communicate its best practices to new
employees by applying the concept, “each one influence one?” New employees will be
influenced positively by exposure to employees who demonstrate successful ways to perform
their jobs or who consistently display behaviors, such as respect, that the organization values.
This exposure can be accomplished in a number of ways that include the use of assignments that
allow employees to observe or be trained by role models and the implementation of mentorship
or similar programs.
BARBARA RICHMAN is a senior consultant with HR Mpact, a Memphis human resource
consulting firm. She can be reached at (901) 685-9084, (901) 496-0462 or barbara@hr-
mpact.com.
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