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In any organization, some managers embrace structured onboarding, while others may resist it. Navigating these differences can be challenging, but with a comprehensive approach, it’s possible to foster change and improve outcomes for new hires.
Whether your managers are eager for structure or hesitant about the process, these strategies will help everyone succeed.
1. Acknowledge the onboarding challenge + set clear expectations
Start by acknowledging the varying perspectives on onboarding.
Validate the experiences of all managers, explaining that the goal is to support them in becoming more effective leaders. Reiterate the company's commitment to structured onboarding and how it aligns with overall business objectives.
2. Involve senior leadership in onboarding
Engage senior leadership to reinforce the importance of onboarding. Their buy-in is crucial for cultural change.
Have a senior leader communicate the expectation that all managers must adhere to the structured onboarding process. Highlight how this is non-negotiable and linked to the company's values and success.
3. Emphasize the business case for onboarding
Prepare a business case that outlines the costs associated with high turnover and poor onboarding practices.
Use data from SHRM or other reputable sources to estimate the financial impact of recruiting, training and losing employees. Present this data to all managers to help them understand the economic rationale behind a structured onboarding process.
4. Provide targeted training on effective onboarding
Organize training sessions focused on effective onboarding and coaching techniques.
Emphasize the long-term benefits of investing time in new hires. Consider bringing in an external instructor who can provide a fresh perspective and help managers develop self-awareness about their leadership styles.
5. Incorporate onboarding into performance reviews
Integrate onboarding success metrics into manager performance reviews.
Evaluate managers based on their adherence to the onboarding process and the performance of their new hires. This creates accountability and reinforces the importance of their role in developing new employees.
6. Develop an onboarding feedback loop
Implement regular check-ins and feedback loops with new hires to monitor their progress and gather insights about their onboarding experience.
Use onboarding feedback to make necessary adjustments and address any issues promptly. Ensure managers have access to the aggregated and analyzed feedback and are held accountable for addressing concerns.
7. Foster open communication + address resistance to onboarding
Create an open forum for managers to voice their concerns and resistance to the onboarding process.
Listen actively and address manager concerns, emphasizing the benefits of structured onboarding. Help managers understand that structured onboarding is not micromanagement — it’s a strategic investment in their team's success.
8. Showcase onboarding success stories
Share success stories and case studies from other teams or organizations that have benefited from structured onboarding.
Highlight how structured onboarding practices have improved performance, boosted retention rates and enhanced team dynamics.
9. Implement a cultural shift
Promote a culture that values collaboration and support.
Challenge the “martyr syndrome” by recognizing and rewarding managers who excel in onboarding and developing their teams. Encourage managers to prioritize employee development and integrate it into their daily responsibilities.
10. Continuously evaluate + enhance onboarding processes
Assess the effectiveness of the onboarding process regularly and make improvements as needed.
Track onboarding progress and identify areas for enhancement using metrics and feedback. This continuous improvement loop ensures the onboarding process remains relevant and effective.
When managers see the value in structured onboarding, it improves the experience for new hires and enhances overall team performance and retention. Implementing these strategies will require persistence and patience, but the long-term benefits for the organization are well worth the effort.
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