The importance of employee induction to facilitate the smooth entry and acculturation of a new employee is not a new discovery. Nor is the understanding that this has a major influence on employee retention and engagement. However, I suppose, one gets bored even with words after a while and hence the need for new words. Therefore, here comes a new word onboarding, which speaks of ‘mainstreaming’ the new employee.
Twenty years ago, I heard the then principal educator, Dr. Sharu Rangnekar, talk about induction and contrast with the induction process of new daughters-in-law (nuclear families were not the norm as is the case now). However, the concepts are still relevant. He wondered how a girl who has been in another house all her life is induced to think of the new home as her home (and often does!), And in contrast, how and why an employee as young as 20 stay at home. a company often does not feel owned? He spoke of the symbolic handing over of the house keys to the young daughter-in-law, who is also told that this was now her home.
Since then, cultural contexts have changed. This handover of keys is no longer a universal phenomenon, or a ritual if you want to see it that way. However, some fundamentals remain and could provide insight into how ‘onboarding’ was made easier in a probably more challenging environment, because unlike a job, comebacks are not easy in a marriage and the costs of a breakup are heavier. . Some of the practices suggested below are really in vogue in some modern-looking organizations.
Bridal Practice 1: There is a celebration and ceremony when a bride enters her new home.
People give flowers and gifts. There is also a custom in many places for family members to have fun, grooming and family members to play and there is much joy and laughter that allow people to get to know each other better in a playful environment.
The arrival of a bride or a newborn to any place is cause for joy and ceremonies anywhere in the world reflect this. It is a challenge for organizations and HR professionals to know how to make any union a occasion for celebration. Typically, in organizations, an HR person takes the new employee to their new department and hands them over to the appropriate department head. The new department head may or may not introduce the new employee to all colleagues. If we draw a parallel with past practice, it can be expected that the employee’s new colleagues will enthusiastically welcome the new employee and be able to give flowers, and maybe even chocolates. Hosting a small tea party could be another example.
Bridal Practice 2: The bride’s room is properly decorated.
Very often, even the seat is not assigned correctly and the new employee can loiter ‘lost’, sitting here or there. Ideally, your seat should not only be identified but also decorated, it can be spliced and all. We must make it memorable. This is more relevant with more and more people entering the workforce. See how people, especially women, treasure wedding albums!
This, of course, needs to be supplemented by making sure there are other things in place as well, like a new ID, a parking plate, etc. either in the morning or at the latest at the end of the working day. Some organizations even go so far as to organize the new laptop, mobile, etc. before the new hire gets into his seat. On the other hand, I also know reputable companies, in which a new employee does not even receive an appointment letter for two months. Nor is his role clarified.
The bride is presented to each and every elder, and the elders give some gifts. In an organizational setting, this gift can be as small as a pen or chocolate, but even if the company gives these gifts on behalf of the elderly (HOD, etc.), this will create a very positive impression.
Bridal Practice 3: The bride is only expected to act progressively.
Regardless of the pressures, we can allow ourselves to progressively onboard the employee to their assignment, rather than loading them from day one.
Bridal Practice 4: A lady is tasked with familiarizing the new bride with the family’s history, folklore, and culture.
Many organizations have a mentoring and / or fellowship program. The important thing is that the person assigned assumes this responsibility of the acculturation process actively and seriously. This relationship can be a continuous process for at least 6 months to a year.
Bridal Practice 5: There is also a custom for the bride to make the first meal. People evaluate this first meal in a supportive environment. Even if you are not a good cook, family members would appreciate if maybe you were nervous or did not know about new tastes, etc. Criticism is usually in a low voice.
First efforts, however imperfect, should be evaluated in a supportive atmosphere, in the spirit of praising, recommending, and praising. There must be a primary concern to give priority to adjustment problems, and there may be education to correct. There will be plenty of time afterwards to admonish, if necessary.
Bridal Practice 6: A few days after the marriage, the bride’s parents and brother come for a short visit.
A new employee’s friends / family could be invited on a short trip to see the surroundings. This will increase the comfort and ownership level of the new employee.
The culture and traditions of bridal incorporation probably evolved over time. In ancient times, there was also a lot of emphasis on cultural compatibility even in matters of grooms selection. Similarly, employee onboarding should ideally begin even before the employee has been hired, checking for culture adequacy. Again, this is universally appreciated, but is rarely put into practice. Mapping and testing of competencies are more frequent. Some modern-looking organizations also implement psychometric tests for the assessment of competencies and traits. However, cultural alignment tests are not that common, particularly since culture is generally treated as love, one can feel but cannot define. And, if you can’t define, there is no way you can measure and evaluate. Sometimes selectors begin to assess socioeconomic background in the name of looking at cultural compatibility. Cultural compatibility is primarily a convergence of values and principles of life.
I can see some smiles wondering if I’ve gone crazy. However, I believe that practices adopted in a sociocultural context are a better fit than ‘foreign bodies’ transplanted from elsewhere.
Fortunately, some organizations are already working on and experimenting with this concept. Dr. VP Singh, Chief Executive Officer (HR), RKJ Group endorses the philosophy and says that some of the onboarding strategies being tested at Pizza Hut and KFC align well with some of these concepts.