Onboarding: Successfully Integrating Young Recruits
6 January 2009
Read by 2264 persons
You can recruit the best candidate, but without proper onboarding and guidance, their performance may be limited. This is a real challenge for the company and a first step towards loyalty and developing a sense of belonging.
Recruitment is an important step in a development plan and also sometimes in the goal of driving teams towards performance. At a time when a talent shortage is emerging, it is becoming imperative to pay particular attention to the welcome and integration of a new manager, a crucial moment for ensuring the stability of its workforce. Mohamed Jouhari, Human Resources Director at Lafarge Morocco, believes that "while recruitment doesn't always allow you to choose the ideal candidate who meets all the criteria of the desired profile, it is, however, essential to design and implement an individual development plan that starts from the moment of integration to allow the new employee to express the full extent of their talents and thus succeed in their professional career." For the new recruit, better integration begins with their ability to adapt to the new context and to embrace the culture of the organization they are joining. It's a whole process that must be planned and include all the necessary steps for assimilating the new environment.
Preparing the Welcome
The welcome aims to facilitate a new employee's entry into the company. It reduces their uncertainty and anxiety and maintains their initial enthusiasm. A welcome program provides guidance and resources that will help them get off to a good start, influence their productivity and motivation, make them receptive to training, and, above all, reduce their apprehension.
"Young recruits will be positively or negatively impacted by how their first manager welcomed them and by their behavior," Mohamed Jouhari tells us. From the moment they arrive, the new employee must feel supported. Their immediate superior should welcome them. This person will give them an overview of the company, discuss its values and mission, products and services, working conditions, specify desired behaviors and rules to follow, etc. "The new employee must feel that they are expected. This involves providing them, from day one, with all the logistics (office, computer, telephone, equipment, documents, tools, etc.), notifying staff, giving them a tour of the premises, etc.," says Mohamed Jouhari. "When welcoming our young employees, a welcome kit is presented to them. Then, they are given a two-week tour of the various industrial sites and departments so that they can familiarize themselves with and adapt to their new environment," adds Lakbir Taya, head of the HR development department at Lafarge Morocco.
Coaching and Training
During this stage, it is necessary to define learning objectives and specify what the new employee will need to know about their work. A mentor will therefore accompany them throughout their training process. This mentorship will allow them to build trusting relationships with someone, which will facilitate their learning and smooth integration. "The first managers of new recruits should be chosen from among the best," insists Mohamed Jouhari. "The mentor should develop a strong relationship with the young manager; they will support them, answer their questions, etc. Closely supervised, the latter will be more quickly effective." Thus, it will be essential to prepare a development plan outlining all the stages of training, from objectives to feedback, including task demonstrations and practical exercises. "At Lafarge, we have developed a specific program, called CPDP (Cement Professional Development Program) for young managers, to accelerate their cement industry learning," Mohamed Jouhari tells us. Lakbir Taya provides more details: "This program has four phases; the first, called Exploraid (3 to 6 months), aims to provide information on functions and equipment. Then, we talk about Building Foundations, a two-week training course to deepen what was learned in the first stage. After taking up the position, we talk about Dig In (9 to 12 months), which involves presentations on topics to ensure that the program has been effective. Finally, a one-week training course, at a more advanced level, on project management, cost management…".
At the end of the probationary period, it is necessary to ensure the transfer of the learning necessary for task completion through follow-up sessions to check if the employee is satisfied with their integration, their coach, their training… The evaluation will identify strengths and areas for improvement. This meeting should also be used to answer the new employee's questions, of which they are sure to have many. With training acquired and successful integration, the new recruit will be able to work 100% within your company; moreover, you will have gained a motivated employee whom you will undoubtedly retain for longer.
Mounia Kabiri Kettani
Posted online July 21, 2008
essor-magazine.com
Recruitment is an important step in a development plan and also sometimes in the goal of driving teams towards performance. At a time when a talent shortage is emerging, it is becoming imperative to pay particular attention to the welcome and integration of a new manager, a crucial moment for ensuring the stability of its workforce. Mohamed Jouhari, Human Resources Director at Lafarge Morocco, believes that "while recruitment doesn't always allow you to choose the ideal candidate who meets all the criteria of the desired profile, it is, however, essential to design and implement an individual development plan that starts from the moment of integration to allow the new employee to express the full extent of their talents and thus succeed in their professional career." For the new recruit, better integration begins with their ability to adapt to the new context and to embrace the culture of the organization they are joining. It's a whole process that must be planned and include all the necessary steps for assimilating the new environment.
Preparing the Welcome
The welcome aims to facilitate a new employee's entry into the company. It reduces their uncertainty and anxiety and maintains their initial enthusiasm. A welcome program provides guidance and resources that will help them get off to a good start, influence their productivity and motivation, make them receptive to training, and, above all, reduce their apprehension.
"Young recruits will be positively or negatively impacted by how their first manager welcomed them and by their behavior," Mohamed Jouhari tells us. From the moment they arrive, the new employee must feel supported. Their immediate superior should welcome them. This person will give them an overview of the company, discuss its values and mission, products and services, working conditions, specify desired behaviors and rules to follow, etc. "The new employee must feel that they are expected. This involves providing them, from day one, with all the logistics (office, computer, telephone, equipment, documents, tools, etc.), notifying staff, giving them a tour of the premises, etc.," says Mohamed Jouhari. "When welcoming our young employees, a welcome kit is presented to them. Then, they are given a two-week tour of the various industrial sites and departments so that they can familiarize themselves with and adapt to their new environment," adds Lakbir Taya, head of the HR development department at Lafarge Morocco.
Coaching and Training
During this stage, it is necessary to define learning objectives and specify what the new employee will need to know about their work. A mentor will therefore accompany them throughout their training process. This mentorship will allow them to build trusting relationships with someone, which will facilitate their learning and smooth integration. "The first managers of new recruits should be chosen from among the best," insists Mohamed Jouhari. "The mentor should develop a strong relationship with the young manager; they will support them, answer their questions, etc. Closely supervised, the latter will be more quickly effective." Thus, it will be essential to prepare a development plan outlining all the stages of training, from objectives to feedback, including task demonstrations and practical exercises. "At Lafarge, we have developed a specific program, called CPDP (Cement Professional Development Program) for young managers, to accelerate their cement industry learning," Mohamed Jouhari tells us. Lakbir Taya provides more details: "This program has four phases; the first, called Exploraid (3 to 6 months), aims to provide information on functions and equipment. Then, we talk about Building Foundations, a two-week training course to deepen what was learned in the first stage. After taking up the position, we talk about Dig In (9 to 12 months), which involves presentations on topics to ensure that the program has been effective. Finally, a one-week training course, at a more advanced level, on project management, cost management…".
At the end of the probationary period, it is necessary to ensure the transfer of the learning necessary for task completion through follow-up sessions to check if the employee is satisfied with their integration, their coach, their training… The evaluation will identify strengths and areas for improvement. This meeting should also be used to answer the new employee's questions, of which they are sure to have many. With training acquired and successful integration, the new recruit will be able to work 100% within your company; moreover, you will have gained a motivated employee whom you will undoubtedly retain for longer.
Mounia Kabiri Kettani
Posted online July 21, 2008
essor-magazine.com
