Impact is made in the details.
Implicitly or explicitly in an employee on-boarding process, the organizational culture is revealed. Better known as the induction process, this on-boarding will help new employees to have a more natural and understandable insertion into the culture of the organization where they are joining.
Companies where the processes are formal and structured welcoming a new employee, they want to express into their communication the values that are deeply lived and that could not necessarily be visible in those commencing days without a correct accompaniment.
This process of organizational insertion can be very creative, including giving welcome gifts packages to the new employee, being empathetic and patient with every aspect related to systems, procedures, policies, and protocols. These are the elements we refer to and are taken as the formal ones when approving the induction schedule.
However, although this represents the organizational culture. It will be the behavior of the old employees in each initial contact with the new ones that will reveal how the organization is lived.
In a transnational technology company in which the on-boarding process was structured and methodical, employees who adhered to it tended to stay longer in the company than those who, due to the urgency of delivering results, did not complete the process; on average, 25% higher retention was observed. What feelings, enthusiasm and professionalism did the on-boarding managers demonstrate? The answer is simple: they transmitted the best of the organizational culture and its values in the on-boarding process of the new employee, showing that those first days had to be unforgettable and that they would mark the route and the virtuous circle for them to do the same with other new colleagues.
On-boarding can be the best excuse to permanently transmit the best of the essence of the organizational culture.
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