Saratoga

and
Global Best
Practices

Best practices
for retaining new
employees:
New approaches
to effective
onboarding*

Introduction

A. Measure and assess onboarding effectiveness.

B. Forge social networks to help new employees become
culturally acclimated to the company.
C. Provide training to help new hires become productive
members of the workforce.
D. Maximize operational compliance by using technology.
E. Focus on federal and state compliance issues during
onboarding to reduce regulatory risks.
F. Assign someone to own the onboarding process and
oversee all departmental stakeholders.
G. Start onboarding during the recruitment process.
H. Pace the delivery of onboarding details to avoid
information overload.

17

Conclusion

18

10
12
13
14
15
16

About Saratoga
Saratoga, a service offering of PricewaterhouseCoopers, teams with executives and HR departments to identify, quantify, and track the results of people
initiatives in terms of dollars gainedor lostbecause of the actions of
managers and work teams. For more than 30 years, Saratoga has stood at the
forefront of defining and optimizing talent and the workforce investment and
has helped thousands of clients define the return on investment in HR.
To learn more about Saratoga, please visit our website:
www.pwc.com/saratoga or call us at 1.866.727.2864.
To find out more about this report or to discuss any of the issues raised,
please telephone or send an e-mail to one of the contacts listed below:
Nik Shah
1.202.414.3866
[email protected]
Scott Pollak
1.408.817.7446
[email protected]

About Global Best Practices

The PricewaterhouseCoopers Global Best Practices team researches and
writes about leading business practices in todays global marketplace. Best
practices are the means by which leading companies have achieved top performance, and they serve as goals for other companies striving for excellence.
Best practices are not the definitive answer to a business problem but should
serve as a source of creative insight for business process improvement.
For more information on Global Best Practices, contact:
Susan J. Leandri
813.348.7150
[email protected]
Christine Perovich
813.348.7816
[email protected]
For more information about the onboarding paper, contact:
Barbara Hower
312.298.3198
[email protected]
www.globalbestpractices.com

Disclaimer: In providing the information contained in this best practices paper, PricewaterhouseCoopers LLP is not engaged
in rendering legal or other professional advice and services. As such, this paper should not be used as a substitute for
consultation with professional, legal, or other competent advisers. All information is provided herein as is.

Introduction

Nearly one in
three newly hired
employees leave
voluntarily or
involuntarily before
the end of their
first year.

Companies today are facing sobering facts: Nearly one in three of newly
hired employees leave the company voluntarily or involuntarily before the
end of their first year. And this number has been increasing steadily for the
last four years. Companies typically have little opportunity to recoup their
investment in new employees who leave or are terminated after a short period
of time, resulting in a negative impact on productivity, workforce stability, and
ultimately, organizational results.
The costs of new-hire turnover are immediate and significant. Calculating
the business impact covers many components, including the cost to hire a
replacement, compensation and benefits paid to the departed employee, cost
of training, cost of facilities, systems and tools, cost of on-the-job training (for
example, lost time for the hiring manager and team), cost of hiring manager
(and team), time to hire the replacement, and more. In total, Saratoga, a
human capital consulting service of PricewaterhouseCoopers, estimates
that costs can be 50 percent to 150 percent of the annual salary for the job.
Often, the company gets only very limited productivity in the first year of
employment, especially in comparison to its significant investment.
To address growing new-hire turnover rates, companies that apply leading
practices are adopting new tactics and strategies to better select, assimilate,
and retain this critical employee group. To succeed, companies know they
must focus on improvements in efficiency and effectiveness. To achieve
these goals, many are turning to onboarding programs to convert new hires
into effective performers. Properly defined, onboarding includes sourcing,
selecting, orienting, assimilating, and, ultimately, retaining new employees.
Success in the onboarding process requires that new hires:
Reach expected productivity levels
Become acclimated to the companys culture
Meet the companys compliance and documentation requirements

Best practices for retaining new

employees: New approaches to
effective onboarding

Properly defined,
onboarding
includes sourcing,
selecting, orienting,
assimilating, and,
ultimately, retaining
new employees.

Many factors can affect a companys new-hire retention rate. Problems born
in the hiring process resulting in a poor quality hire include the following:
Poor communication or understanding of the role and its responsibilities
Inadequate recruitment sources and candidate pool
Poor selections
Poor coordination between the recruiter and hiring manager
Other issues arise in the assimilation and onboarding process. These include:
Poor onboarding processes
Poor coordination between the new manager and new hire
Difference between the role and how it was advertised
Saratoga differentiates orientation from onboarding. Traditionally,
companies have focused on orientation, which involves a wide range of
administrative activities. These have included:
Communicating information about pay and benefits
Reviewing organizational rules and policies
Completing paperwork
Receiving and accessing systems and work tools
Saratoga research suggests that onboarding programs also stress the
importance of:
Understanding the competencies and cultural requirements of both the
company and the role and assessing and selecting candidates most likely to
succeed in the position
Measuring hiring success not simply by the amount of time it takes to hire,
or the cost to hire, but ultimately by the success of the new hire in the
organization
Coordinating multiple internal functions to seamlessly support both the new
hire and the hiring manager, including functions such as human resources
(HR) and employee records, payroll, benefits, information technology (IT)
systems, and facilities
Socializing employees and assimilating them into the company culture
Soliciting the active participation of new hires and encouraging them to ask
questions

Best practices for retaining new

employees: New approaches to
effective onboarding

Involving management and new hires peers in the onboarding process

2

Looking at all
industries, the
average cost of
voluntary turnover for
exempt employees
is approximately
$106,000.

Involving management and peers in onboarding is particularly important

as studies show that a major reason why newly hired employees struggle
and ultimately leave employers is a failure to establish key connections and
build strong interpersonal relationships within the company. Finally, leading
companies avoid using a one-size-fits-all approach when onboarding
their employees. They segment their new hires and develop onboarding
programs that are geared toward needs and attributes of particular groups or
departments, such as skill levels, background, age, role, and job, rather than
having all new hires receive the same type of onboarding experience.
The benefits of effective onboarding are significant. As a part of its talentmanagement strategy, a company with well-designed and integrated
onboarding processes can:
Realize cost savings
Speed up the time to new-hire productivity
Improve retention rates through better employee assimilation
Reduce the cost of turnover
Increase efficiency
Reduce process variances
Provide better service levels for hiring managers
Improve the consistency of the staffing process
While costs to operate an onboarding program can be significant, it is a
worthwhile investment since onboarding gives new hires the support they
need to do their jobs well and reduces turnover costs.

Best practices for retaining new

employees: New approaches to
effective onboarding

A.

Measure and assess onboarding

effectiveness.

Leading companies rely on fact-based assessments to help them decide

how to improve their new-hire retention and engagement and to better
assimilate workers into the company in a shorter time period. Instead of
reacting to individual opinions or anecdotes about what is needed to improve
the onboarding experience, effective companies first conduct baseline
measurements and collect facts and data to support any actions put forward
to improve the new-hire experience, such as implementing a mentoring
program or offering more training.
To gather the information that will help them make an informed decision about
how well their onboarding initiatives are working, companies identify efficiency
and effectiveness metrics to help them monitor and report on the overall
effectiveness of the process. Following are some key efficiency metrics for
assessing onboarding effectiveness.
Key HR efficiency metrics

Best practices for retaining new

employees: New approaches to
effective onboarding

Metric

Definition

Cost per hire

Total hiring costs to fill existing requisitions

includes advertising, agency, travel and interview,
new-hire relocation, employee referral bonus,
and HR department recruiter compensation and
benefits

Time to accept

Total number of calendar days between the date

an approved requisition is received by the staffing
department and the date an offer is accepted for
all noncontingent positions

Cost to onboard

Cost to bring in noncontingent new hires

includes new-hire orientation program costs
(including salary and benefits of trainers and
support staff), costs of tools needed to perform the
job (including computers and phones), IT support,
start-up costs (including time to set up phone and
computer), and uniform costs

Offer acceptance

Percentage of offers extended to candidates that

were accepted

A. Measure and assess onboarding effectiveness.

The following table shows some key HR effectiveness metrics:

Key HR effectiveness metrics

Metric

Definition

First-year separations Percentage of new hires who voluntarily and

involuntarily left the company within 12 months
90-day separations
Percentage of new hires who voluntarily and
involuntarily left the company within three months
New-hire engagement Percentage of new hires who are willing to give
discretionary effort on the job and to go beyond
what is expected for the success of the company
When evaluating onboarding effectiveness, companies create a measurement
framework to identify areas where they might be experiencing difficulties.
The measurement effort involves the entire onboarding process, beginning
with sourcing. An assessment of the hiring process, for example, can
help companies prioritize resources and investments to drive onboarding
effectiveness. The following graph examines hiring process effectiveness and
shows various factors in need of improvement. Information like this helps
companies identify the drivers of hiring process effectiveness.

High

Recruiter
responsiveness
Time to fill
Quality of candidate pool

Recruiter coordinated the offer process

effectively Opening job requisition is
easy
Hiring process is user
friendly

Low

Need for improvement

Saratoga driver matrix

1.0

New hire was prepared for

first day

Weak

Strong

Drivers of hiring process effectiveness

Best practices for retaining new

employees: New approaches to
effective onboarding

A. Measure and assess onboarding effectiveness.

Companies also have other important resources available to help them assess
the effectiveness of their onboarding process. These resources include the
various parties involved in the new-hire process, such as recently hired
employees who have just experienced onboarding as well as their hiring
managers.
To help collect facts and data about the onboarding process, leading
companies use the following types of surveys shown in the table below:
Onboarding surveys

Best practices for retaining new

employees: New approaches to
effective onboarding

Type of survey

Purpose

Frequency and timing

New-hire
assimilation

To obtain new hires

impressions of the
processes involved in
sourcing, recruiting,
orientation, and
assimilation

Between 90 and 180 days

after start date

Hiring manager
process
assessment

To obtain hiring
manager's opinions on
the effectiveness of the
onboarding process

Surveyed monthly,
beginning within the first 30
days after a new hire's start
date

Hiring manager
quality of hire
assessment

To obtain hiring
manager's input about
the quality of new hires

Surveyed monthly or
quarterly, depending on
the volume of newly hired
employees, beginning
within the first 90 to 180
days after start date

A. Measure and assess onboarding effectiveness.

Monthly or quarterly,
depending on the volume of
new hires

As the table of possible survey questions below shows, companies can draw
up a list of questions for new hires that will help to gauge their feelings about
the onboarding process.
Sample employee assimilation survey questions
Were you provided the tools to do your job effectively?
Can you count on receiving help and support when needed?
Did you receive your first paycheck on time?
Was it clear to you what to do once you received your offer letter?
Do your managers take the time to coach you?
Were the instructions you received about benefits enrollment clear?
Did you receive enough detail to complete new-hire tasks?
Did you feel welcome on your first day?
Did you receive your computer and computer systems in a timely manner?
Is your job as it was described to you during the hiring process?

Best practices for retaining new

employees: New approaches to
effective onboarding

A. Measure and assess onboarding effectiveness.

To analyze results of the surveys, companies can draw up heat maps, which show vulnerabilities they have in their
onboarding processes by representing variables in clusters of colors. The heat map can be particularly helpful in
understanding systemic problems that need to be addressed on a companywide basis versus those that are localized,
involving a single location, manager, or recruiter.
Saratoga heat map
Isolated issues

ABC Co - orientation heat map

Average impact score low to high

All

BU1

12343

BU2

Directors
Sr. staff

Seattle
office

Mfg.

Atlanta
office

Mgr.

Exp.
hires

Staff

Sales

Dallas
office

SJ office

1176

265

305

190

94

127

111

1745

389

569

0.71

0.77

0.74

0.77

0.69

0.56

0.95

1.02

0.72

0.78

1.06

1.12

1.24

I have been provided the tools to do my job effectively.

0.72

0.67

0.71

0.67

0.43

0.44

0.79

0.54

0.96

0.59

1.10

1.07

0.92

At ABC, I can count on receiving help and support when needed.

0.78

0.72

0.78

0.72

0.64

0.64

0.95

0.49

1.00

0.36

1.07

1.11

1.14

I received my first pay check on time.

0.80

0.52

0.79

0.52

0.71

1.08

0.61

0.98

1.15

1.09

0.96

1.35

1.31

Teamwork and cooperation are encouraged at ABC.

0.80

0.82

0.78

0.82

0.61

0.45

0.98

0.38

1.00

0.28

1.25

1.13

1.14

The people I work with cooperate to get the job done.

0.83

0.60

0.83

0.60

0.80

1.00

0.68

0.98

1.21

0.93

1.01

1.35

1.45

My colleagues are hard workers.

0.88

0.87

0.89

0.87

1.01

1.14

0.99

0.88

0.90

0.88

1.05

1.17

1.20

I feel it is important for me to help other departments.

0.90

0.79

0.90

0.79

0.83

1.02

1.08

0.86

0.72

0.76

1.56

1.24

1.40

ABC has a climate in which diverse perspectives are valued.

0.93

0.75

0.95

0.75

0.83

0.75

1.09

1.12

1.10

1.20

1.23

1.48

1.30

I can voice my opinion without fear of retaliation or retribution.

0.95

0.90

0.97

0.90

0.88

0.79

1.04

1.13

1.09

0.80

1.29

1.30

1.51

I feel safe in my work environment.

0.97

0.84

1.00

0.84

0.76

0.82

1.07

1.13

1.29

1.34

1.63

1.61

1.25

It was clear to me what to do once I received my offer letter.

0.99

0.88

1.01

0.88

0.93

0.90

1.18

1.12

1.17

0.89

1.40

1.22

1.56

My manager takes the time to coach me.

0.99

0.79

1.02

0.79

0.94

1.13

0.84

1.08

1.24

1.15

1.40

1.59

1.46

The incentive compensation plan met my expectations.

0.99

0.80

1.03

0.80

0.93

1.19

0.86

1.08

1.27

1.21

1.46

1.76

1.54

We are kept up-to-date during difficult times

1.05

0.92

1.05

0.92

0.95

0.94

1.18

1.20

0.94

1.10

1.61

1.54

1.48

Orientation was valuable to me.

1.07

0.93

1.08

0.93

0.92

1.00

0.97

1.25

1.36

1.43

1.46

1.72

1.58

I received information on the performance management process.

1.09

1.33

1.10

1.11

1.05

0.92

1.16

1.23

1.00

1.39

1.70

1.51

1.32

Instructions about benefits enrollment were clear to me.

1.10

1.00

1.12

1.00

1.05

0.98

1.26

1.39

1.37

1.15

1.56

1.30

1.60

Orientation provided me useful information about ABC's values.

1.11

1.04

1.13

1.04

1.15

0.81

1.20

1.17

1.42

1.15

1.52

1.40

1.60

I received to enough detail to complete new-hire tasks.

1.13

1.03

1.17

1.03

0.87

0.86

1.33

1.38

1.40

1.53

1.67

1.88

1.48

I felt welcome on my first day at ABC.

1.15

0.93

1.15

0.93

1.13

1.08

0.99

1.41

1.39

1.55

1.71

1.70

1.73

I received my computer and systems in a timely manner.

1.15

1.12

1.15

1.12

1.24

1.06

1.21

1.37

1.24

1.36

1.80

1.40

1.53

My coach has been a helpful resource.

1.16

1.11

1.16

1.11

0.90

1.20

1.32

1.30

1.20

1.29

1.57

1.35

1.69

I have received the training I need to do a quality job.

0.90

1.16

0.90

1.16

0.80

1.21

1.18

1.35

1.28

1.32

1.49

1.42

1.73

My job is what was described to me during the hiring process.

1.20

1.03

1.31

1.16

0.80

1.24

1.42

1.46

1.39

1.66

1.77

1.52

1.72

Your earnings potential with this company

1.35

1.20

1.38

1.20

1.20

1.50

1.61

1.62

1.66

1.71

1.69

1.63

1.89

Teamwork and cooperation are encouraged at ABC.

1.38

1.19

1.41

1.19

1.40

1.70

1.59

1.86

1.63

1.70

1.95

1.89

1.85

I can voice my opinion without fear of retaliation or retribution.

1.42

1.18

1.47

1.18

1.30

1.45

1.91

1.44

1.77

1.48

1.84

1.57

1.94

The company's basing rewards on good performance

1.51

1.33

1.56

1.33

1.68

1.51

2.00

1.95

1.87

1.73

1.92

1.72

2.07

0.77

0.75

0.78

0.68

0.71

0.72

0.83

0.84

0.90

0.93

1.09

1.13

1.19

Average score =
Unfavorable

Systemic issues

3794

I am able to achieve work/life balance in my current job.

No. participants =

Very unfavorable

Best practices for retaining new

employees: New approaches to
effective onboarding

A. Measure and assess onboarding effectiveness.

Companies survey hiring managers to gauge their satisfaction with the

hiring and onboarding processes. These surveys are shorttypically 15-20
questions. The following graph shows some of the points a hiring manager
survey touches upon:
Saratoga hiring manager satisfaction questionnaire
Prehire

Hiring

First days

Recruiter effectiveness

Hiring process

Support processes

Position requirements

Process ease of use

New hire readiness

Number of qualified applicants

Qualified candidates

Office / workspace readiness

Responsiveness

Offer letter / administrative

accuracy

New hire support resources

Overall process management

Time to fill

Forwardthinking companies expand upon traditional recruitment evaluations,

which look at how many candidates recruiters source, and also assess the
quality of employees selected by recruiters by reviewing and measuring
employee effectiveness and quality on the job. Factors a hiring manager might
be asked to comment on would include:
How well the new hire fits into the company culture
How well the new hires skill sets fit the job
How well the new hire performed on the job
Other methods of collecting feedback to measure the effectiveness of
onboarding include focus groups, roundtable discussions, and exit surveys.
Focus groups and roundtable discussions allow employees to hear each
others suggestions and concerns. When conducting group discussions on
onboarding activities, a company might establish a theme for its onboarding
focus group to give participants a point of reference for discussionssuch as
What do I wish I had known? To get the best range of responses, companies
typically include 90-day, 6-month, and 1-year employees.
Exit interviews of employees who are voluntarily leaving give companies a
chance to gain constructive information on any weaknesses in the recruiting,
hiring, and onboarding processes along with ways to improve these
processes and reasons behind employee turnover. For example, employees
might say they left because the manager ran the department differently than
the description they received during the interview process or because the
environment was too fast paced.
Best practices for retaining new
employees: New approaches to
effective onboarding

A. Measure and assess onboarding effectiveness.

B.

Forge social networks to help new employees

become culturally acclimated to the company.

After identifying problems in new-hire retention, leading companies take

steps to rectify the problem, for example, introducing activities that help
acclimate new hires to the company culture. Socialization activities, such as
group interactions or one-on-one contacts with other employees or assigned
buddies, help employees absorb the information they need to become
productive.
Even individuals with many years of work experience and valuable knowledge
can be at a disadvantage when they start a new job because they might
not know the various social nuances of the culture. Socializing newly hired
employees helps embed them more firmly and quickly into the company
culture, helping them become productive more rapidly and forge new
relationships and personal networks.
A new hire can acquire valuable information and gain other significant
advantages through social networks. These include the following:
Knowledge, skills, and abilities needed to perform the job
Successful and satisfying work relationships with other staff members
Insights and information on formal and informal work relationships and power
structures
Specific technical language and acronyms, slang, and jargon unique to the
company
Details on the company rules, principles, and values and how they help
maintain the companys integrity
Facts on the companys history, traditions, and customs and backgrounds of
key employees
Many companies assign a peer to a new employee to serve as a host
or buddy. Generally, the buddys role is to provide information about the
company, smooth the persons transition into the company, and respond to
questions. The buddy helps the new employee gain more confidence and
become productive more quickly. It is also effective if the buddy is a person
who is relatively new to the company, can relate to the new-hire situation, and
is outside the reporting chain for the newly hired employee.

Best practices for retaining new

employees: New approaches to
effective onboarding

B. Forge social networks to help new employees become culturally

acclimated to the company.

10

To make it easier
for newly hired
employees to ask
questions, some
companies give
new hires a list that
provides answers
to commonly asked
questions. Or, to
underscore the fact
that it encourages
its new hires to ask
questions, some
companies hand out
dumb question
coupons, which
new employees
can redeem to
get answers to their
questions.

Best practices for retaining new

employees: New approaches to
effective onboarding

Technology can complement the social aspect of onboarding. For instance,

new-hire onboarding portals allow employees to explore the company
in greater detail. Some companies provide new-hire portals with links to
company newsletters, while others provide streaming video of current
employees explaining what a typical day at the company is like, talking about
what their first days and months on the job were like, and offering up words
of advice for the new employee. Still other companies use technology to post
messages from the chief executive officer or other members of the senior
leadership team welcoming the new hire.
Some forward-thinking companies use social networking software to assist
with the onboarding process. New hires can access internal blogs or wikis
where they can discuss their experiences in joining the company. Some
companies have also established online social networkssimilar to the
popular Facebook or MySpace sitesthat link new employees with veteran
ones. This helps the newly hired employee achieve desired productivity levels
more rapidly, provides a source for helping new hires locate expertise, and
injects excitement into the company by exposing all employeesnew and
experiencedto new ideas and opinions.

B. Forge social networks to help new employees become culturally

acclimated to the company.

11

C.

Provide training to help new hires become

productive members of the workforce.

If not properly trained, employees can quickly become frustrated and selfselect out of the company. Training helps employees become more technically
prepared for a companys unique systems and work flow. Leading companies
weave a career development and training component into the onboarding
process to expose new hires to the companys training curriculum and show
them how they can develop their skills and advance their careers. Training and
development opportunities also help employees keep pace with change.
Training also acclimates new hires to the company culture and ensures that
organizational knowledge is transferred to employees. Some companies
require that new employees take training classes about the companys values,
ethics, and diversity. Forward-thinking companies also include classes on
company jargon and common acronyms used. And companies in certain
industries provide specific training on processes or equipment used to help
boost the acclimatization process and shorten the time frame for
new-hire productivity.

Best practices for retaining new

employees: New approaches to
effective onboarding

C. Provide training to help new hires become productive members of the workforce.

12

D.

Maximize operational compliance by

using technology.

Automating onboarding helps companies improve operational performance.

Some companies, for example, send newly hired employees a link to a newhire portal where they can obtain information about the company, such as
the companys code of conduct, ethics, and compliance requirements. On
these portals, new hires may also learn about orientation programs, employee
benefits packages, and forms they will need to submit on or before their first
day of work.
Directing new employees to the companys portal for benefits decisions gives
them access to automated systems to guide them through critical employee
life-cycle events associated with the new-hire process. Dealing with these
questions in advance frees time in the day-one orientation session so that
the company can focus on socializing the new hires into their team and the
culture of their new company.

Best practices for retaining new

employees: New approaches to
effective onboarding

D. Maximize operational compliance by using technology.

13

E.

Companies not in
compliance with
form collection and
retention rules can
face penalties ranging
from $100 to $1,000
for each incorrect
or missing form as
well as negative
publicity. Penalties
can add up quickly. In
California, immigration
authorities accused
a large employer of
having more than
1,000 paperwork
violations and issued
a fine of $395,000.
A Georgia company
received a fine of
more than $1 million
from immigration
authorities for a
number of violations.

Best practices for retaining new

employees: New approaches to
effective onboarding

Focus on federal and state compliance issues

during onboarding to reduce regulatory risks.

During the recruiting and hiring process, companies collect information that
plays an important role in compliance activities. For example, recruiters turn
over the background information they collect on job candidates to HR, which
conducts background checks on the candidates. Information companies
typically collect during background checks includes education, work history,
financial records, criminal records, child support, driving records, and drug
screening results.
Pre-employment background checks give companies such competitive
advantages as reduced turnover rates and reduced liability for negligence
by employees. Background checks also help to ensure a safe and secure
workplace environment and protect company assets, including people,
property, and information. Companies that employ a large number of contract
employees also conduct background checks on these individuals to make
sure they can be entrusted with the companys proprietary information and to
check on the legality of their immigration status.
Another important compliance-related prehire task during the onboarding
process is collecting the Employment Eligibility and Identity Verification Form
(I-9), the U.S. Citizenship and Immigration Services form employers use to
verify an employees identity and to establish worker eligibility to work in the
U.S. Federal immigration laws require that companies verify the employment
eligibility of all employees hired after November 6, 1986. To be in compliance
with this requirement, employers are required to collect completed Form I-9s
from their employees and maintain them for a minimum of three years after
the date of hire.
Focusing on automating the processes around mandatory work eligibility
forms during onboarding helps companies deliver a consistent and compliant
process throughout the company. It also gives organizations the ability to
respond quickly to any changes in regulations.
While not mandatory, participation in a program called E-Verify, an Internetbased system operated by the U.S. Citizenship and Immigration Services
(USCIS) in partnership with the Social Security Administration (SSA), allows
companies to link this program to their web-based onboarding systems.
Participating companies can electronically verify employees work eligibility
using employee information, such as name and Social Security number. The
program then matches the information against information in the SSA or
the U.S. Department of Homeland Security (DHS) databases to determine
eligibility to work in the U.S. and sends an electronic confirmation or denial of
work eligibility to the company.

E. Focus on federal and state compliance issues during onboarding to reduce

regulatory risks.

14

F.

Assign someone to own the onboarding

process and oversee all departmental
stakeholders.

Onboarding is a complex process that spans many departments. To deal

with this complexity, leading companies appoint an individual to own the
process. While the onboarding process might reside in the HR function
which heads up an onboarding task forceit is essential that ownership of the
process reside with someone with authority who can direct all departmental
stakeholders in the onboarding process.
Functional areas involved in onboarding include HR, payroll, finance,
governance, training, IT, facilities management, security, procurement,
operations, and line management. For example, during onboarding the HR
function would be responsible for employee benefits and health and safety
regulations, and IT would ensure new hires have necessary equipment and
services, such as a computer, network access, and e-mail accounts, while
procurement would be in charge of securing other equipment newly hired
employee need to do their jobs.
At leading companies, owners of the onboarding process take the candidates
experience of onboarding into consideration. The candidate experience
includes the time when an individual is an applicant, continues through the
recruiting process, and ends when the employee has been with the company
for a year. The job candidate or new employee can potentially interact
with many different people and functional areas within the company, and
depending upon the way they are treated or the service they receive, they
may be delighted with the company or so disengaged that they want to seek
employment elsewhere.
Experiences that can negatively affect a new hires onboarding can include not
getting a paycheck on time, not being issued a computer on the first day, or
not being given a badge to gain access to the facility. An onboarding process
owner, who monitors how well functional stakeholders respond to new hires
and job candidates, helps improve the candidate experience, speeds the time
to productivity for a new hire, and increases new-hire retention rates.

Best practices for retaining new

employees: New approaches to
effective onboarding

F. Assign someone to own the onboarding process and oversee all

departmental stakeholders.

15

G.

By moving the
candidates perception
of working for the
company from
imagination to
anticipation, a company
can more effectively
land desirable
candidates.

Best practices for retaining new

employees: New approaches to
effective onboarding

Start onboarding during the

recruitment process.

Onboarding begins the day a recruiter posts a job opening, if not before.
To attract and hire hard-working, highly productive employees who will stay
with the company for a long period of time, recruiters communicate the
realities of the job and talk about the company culture so that job candidates
understand the specifics of the job and what is expected of them. This is
particularly important, as it is frequently during the recruiting phase that
people confirm their expectations and decide how they think the company will
treat them if they accept a job offer. Knowing that recruiters have explained
the job specifics in detail, hiring managers can then feel confident that they
are interviewing people who are truly a good fit.
Particularly in industries where employees have skills that are in great
demand, early onboarding can help companies hire and retain the best
possible employees. To onboard desired job candidates, some companies
invite candidates to attend a company event or to sit in on a meeting to
witness firsthand a day in the life of the company. Or, the company may
assign an existing employee to describe the process the candidate will
encounter starting the new job. Inclusion in company events and access
to an employee who shows enthusiasm about the company can make job
candidates more inclined to accept a job offer, increase the odds that they
will be engaged in their work, and reduce the likelihood that they will leave for
another job offer. Onboarding initiatives before a job offer also improve the
connectivity between the new employee and the company, help employees
begin the acclimation process sooner, and enable them to more rapidly
contribute to the company.

G. Start onboarding during the recruitment process.

16

H.

Pace the delivery of onboarding details to

avoid information overload.

Gone are the days of first day orientation programs where new hires filled out
copious amounts of forms and paperwork and sat through lengthy lectures
that explained policies, procedures, and other job-related information in
information dumps. Realizing that newly hired employees are frequently
faced with information overload, which can overwhelm, confuse, and
even disengage them, leading companies spread out the dissemination of
information over a period of time.
Information that new hires retain within the first day on a new job is limited. By
spreading out the information over a period of time, companies increase the
likelihood that new employees will retain pertinent information and experience
less information overload. To eliminate information dumps, some companies
direct new hires to online resources instead of in-person orientation sessions.

Best practices for retaining new

employees: New approaches to
effective onboarding

H. Pace the delivery of onboarding details to avoid information overload.

17

Conclusion

As the old saying goes, time is money. And companies today are realizing
the importance of ensuring that newly hired employees get up to speed
rapidly and become productive members of the workforce. Studies show that
it costs companies between 30 percent and 40 percent of an annual salary to
hire an employee, and leading companies know that they need to guard that
investment. Companies are under extreme pressure to retain the employees
they recruit and hire, even in the face of several factors in todays workforce
that make retention efforts difficult. An effective onboarding process is
a worthwhile investment that can help companies transform newly hired
employees into dedicated members of the workforce and reduce the costs
associated with turnover.
Changing workforce demographics worldwide affect workforce management.
Companies now recruit employees from a more diverse, heterogeneous labor
pool. Employees have very specific expectations of what they require from
their employers and will seek employment elsewhere if their needs are not
met. Employees today also tend to be more mobile than they were in the past
and more apt to change jobs several times during their careers. For reasons
such as these, companies face high turnover ratesespecially among new
hires. To address these factors, leading companies are adopting onboarding
as a way to deliver necessary information to new hires and to help them be
productive on day one. Onboarding also helps companies create a stickier
work environment and establish more engaging places to work.
Onboarding incorporates several elements, for example, making job
candidates and new hires feel welcomed into the company and providing
information on the companys mission, business strategies, and culture.
Onboarding also facilitates relationships between the new hire and other
members of the workforce and provides training to new employees.
When well planned and executed, onboarding programs can prevent
failures in areas that often challenge newly hired employees: understanding
the company culture, developing relationships with other members of the
workforce, being productive, and delivering high-quality work.

Best practices for retaining new

employees: New approaches to
effective onboarding

18

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