Our onboarding process from a managers perspective

onboarding process from a managers perspective

As a manager, there is nothing more important to me than the success of my team. In sales development, success generally comes in numbers—making a certain number of calls, getting a high opening rate on an e-mail, or sending our Account Executives a certain amount of opportunities. In my opinion, success depends on much more and begins with effective employee onboarding.

by Jason Miller, Sales Development Manager

For onboarding to be successful, it should begin far before the first day of employment—as early as the first contact with the candidate. As the hiring manager, I make sure to meet with our Talent & Culture Department before any interviews take place to define what an ideal candidate looks like and generate an onboarding plan of action. These plans generally summarize how interviewing will take place and dictate how communication with potential employees will occur. Interviews at riskmethods are conducted as a two-way street. Making candidates feel welcomed throughout the process is vital as they evaluate if your company is a place they could be successful in the long-term. We make sure to give all candidates an office tour, the chance to meet potential co-workers, and have discussion-based interviews, where we can learn about each other. Follow-ups for these interviews are done via phone, rather than e-mail, to continue growing a sense of trust between the company and candidate.

Once an offer has been extended and accepted, our riskmethods Talent & Culture Team keeps contact with new hires, providing them with information about the company, their manager and co-workers, and what to expect on day one. This way, employees can be engaged and on board before experiencing an actual day on the job. Of course, onboarding doesn’t end here.

Though pre-onboarding can significantly reduce first-day jitters, first-day onboarding is still essential to fully integrate new hires. There’s nothing worse than being bored and confused during the first day of a new job. We ensure this isn’t the case by filling up calendars with one-on-ones, team meetings, onboarding activities, and a company-wide lunch. Filling parts of their day with team-centric activities gives our new riskbusters a chance to get to know their new co-workers and gives them a glimpse into our day-to-day company culture.

The final step in our new hire onboarding process is training and setting up for success. Like any job, our new hires have a training period specific to their role. Additionally, managers provide new employees with a 30-60-90 day plan outlining what is expected from them in their first three months, suiting their prior experiences and skills . These plans are personalized for each new employee with their specific skills and background in mind. Expectations outlined in these plans should be realistic, and milestones should be significant. We’ve found it’s useful to set new employees up with a buddy in a similar role; this buddy is generally someone they can shadow and go to for mentoring and support.

The goal of our onboarding period is to make our employees feel comfortable in their new role and amongst their new colleagues. With the amount of time and resources that go into the hiring process, employers cannot afford to have poor onboarding. There is nothing worse for a company than to have an employee quit early on because it wasn’t what they thought it was. A great onboarding is a start to a long successful partnership between employer and employee.

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