How to build a dream team
- 05 February 2016
- 1,216 views
The on-boarding process is vital in ensuring new employees become some of a brand’s most important ambassadors.
Having a high-performance team means employing the right people. Building that dream team begins before a new employee steps through the door to start work. In fact, the on-boarding process for new employees begins even before a candidate declares their interest in working with you, and it continues well beyond recruitment.
According to candidate experience measurement providers Talent Board, 50% of prospective employees get a feeling for a company’s values by researching its marketing channels. Does your marketing literature (including your website and social interactions) reflect what a new employee will discover once they’ve started work? Your employer brand should be clear across all channels.
Ads and applications
There are many strictures when it comes to writing job ads and application forms. Company-wide templates and legal considerations, for example, might limit what you can present to candidates. But these initial points of contact are still an immeasurably valuable means of relationship building, and can provide candidates with insight into the demands and rewards of the role – and the company. Make brand values clear. If you have a candidate portal, make sure it looks and feels like part of your brand’s overall online presence.
At interview, a good first impression is as important for a brand as it is for the applicant. You should research a candidate as thoroughly as you would expect them to research your company. Incorporate company values into the interview process, and ask questions that are relevant to the brand as well as the particular role. Remember, too, that your employer brand is experienced by both the unsuccessful candidates and the ones you choose to hire.
A first-day induction should provide new employees with information about the business, products, customers, objectives and obligations. It’s also an opportunity to fully welcome new starters and should involve everyone from junior employees to the board. Take care of practical concerns, such as having a desk and IT set up in advance, but also set out longer term aspirations and underline the brand proposition. If you have a brand book, take new starters through it. If you have brand ambassadors, introduce them. Some companies give new starters a ‘tchotchke’ – a tokenistic item, perhaps a branded T-shirt, hat, or water bottle for the gym (or a set of these) – that immediately says ‘you’ve arrived, you’re one of the team’.
Induction isn’t just about the first day, it’s a period of time that allows for accommodation (practical measures), assimilation (building relationships) and acceleration (training and knowledge sharing) which combine to make new starters an integral part of the team. According to US employee engagement consultancy Brilliant Ink, 44% of employees who reported the lack of a formal, structured on-boarding programme were more likely to remain disengaged.
The on-boarding period ends, nominally at least, with an appraisal at the end of the contracted probationary period. Before this point, there should be consistently high levels of engagement with a new hire. The appraisal is a time to gain valuable feedback from your latest brand ambassador, rather than the moment when an employee discovers whether they’ve passed a test.Back to all
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