The workplace of the future

First impressions matter. So being aware of the first impression of a new employee in your company is crucial to his or her future performance. That’s why in this blog I’m taking a closer look at onboarding.

Onboarding somebody into your company is a lot like welcoming somebody into your house. As with all welcomes, it is not just a first coffee and a short introductory chat. It is a continuous demonstration of cooperation and affection. A good onboarding process is paramount for the productivity of your employee and his or her integration with the team. It encompasses everything from the first small introduction over a cup of coffee until the more formal monthly one-to-one meetings. In this blog I will give some practical advice on how you can improve your onboarding process and the integration and engagement of your new employees. If you’re thinking: “well most of this doesn’t apply to us because the COVID-19 crisis is forcing us to work remotely”, think again. Onboarding is now more important than ever to create a well-functioning team, you just need to rethink your structures in a digital matter. More tips on that here.

Handbooks and more

Let’s get the boring stuff out of the way first. As a part of any onboarding process, there are a lot of practical matters and questions that your newly hired employee has. Handbooks are a great way for employees to peacefully read through and find an answer for their questions, in the first turbulent weeks of a new employment. In the same line, make sure that the handbook has a FAQ as well, where the employee can find the most frequently asked questions, just to make it a bit easier for him or her.

It does not all have to be dull practical stuff, however. You can also include more interesting things in your handbook such as:

• A formulated version of your vision, mission, strategy, culture and values.
• An overview of your team members, including pictures, practical information and fun facts.
• An overview of your customers/clients and stakeholders, and a short summary on each and every one of them.  

Meeting the team(s)

If you want to feel at home, you need to know who are living in the house. It is therefore important to have meetings with the different teams. Now this is where things become a bit difficult to define. As companies differ in size, it becomes more difficult for them to involve everybody in the process. Meeting the team is a process that starts off large, with a lot of people involved, and is narrowed down over time.

Normally the process looks like this:

1. A (digital) announcement of the new employee, who he or she is and what he or she will be doing, for the entire company.
2. A short (digital) introduction of the employee to the entire company (or a larger part of the company).
3. A more thorough introduction with colleagues from different departments with whom the employee will work closely with.
4. A meeting with representatives from the HR, Legal, and Facilities/IT departments.
5. A meeting with the closest colleagues of the employee (or the entire department). Hold this meeting off-site, perhaps as a lunch meeting or afternoon coffee so that the team can really spend some quality time to get to know the employee.
6. One-to-one meetings with the manager.
   

Introduction and training

After you’re done with shaking hands, just like at home, it is time to take a coffee and sit down to talk about some more serious stuff. In this sense I am talking about more thorough introductions on what the company does and how they do things, what they stand for and how they communicate this. Employer branding is a big topic in these introductions and trainings. You need to give the newly hired employee a good idea of what your brand represents and how this translates in his or her activities.

This is also the moment when an employee gets their first introduction to the internal systems, ways of working and contact persons, including possible clients. In this sense it is good to have a training set up from a more senior employee or somebody from the IT department to make sure that the new employee can work with the systems you use. Client or stakeholder meetings are also a big part of the process. A senior employee should take the new employee with him to introductory meetings with the potential clients and stakeholders so they get an image of who you are working for/with.

Another part of this process are job-specific trainings which can be ongoing, but which get introduced in the onboarding process.

Feedback

So now that you have bombarded your newly hired employee with as much information as you possibly can, it is time to harvest some information as well. This means: one-to-one meetings with feedback. These are often meetings between the newly hired employee and his or her manager, where both parties can give feedback to one another. These meetings should be held regularly and continuously throughout the career of your employees over at your company. Try to have such a meeting roughly every month with your employees, even their first month. Of course, everything is still fun and games then, so there will not be that much feedback coming from your employee but try to challenge them even then already. Is there really nothing that the company can improve? How was the first impression? Was it well enough? Is there anything that should be improved? Remember, the image that the company gives of to its own employees often also translate into the same image that they give off to clients and stakeholders.

In conclusion

A good onboarding process is everything from the first handbook until formal meetings with clients and stakeholders. It is a large process which, if done correctly, can kickstart the career of your new employee within your company. In this blog we have given a brief overview of all the essentials. If you want to have a more detailed roadmap of what a good onboarding process looks like, click here.

If you need help setting up your onboarding process, just reach out to us and we'll set up a meeting to see what we can do for you!

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Companies and managers alike are always looking for ways to improve. Feedback conversations with employees are being held on the regular, but often they forget to utilize one group that is very important; the people who leave.

In the world of progress, nothing is as important as reflection. You need reflection to look back and see where there is room for improvement. Many managers and companies are already capitalizing on this by holding regular feedback meetings and one-to-one meetings, where both employees and managers openly speak about their experiences. If you are not doing this, then start doing it. Tomorrow. Seriously. The easiest way to improve your company is by tapping into the knowledge of your employees, so don’t let their talents go to waste. In this blog I will not pay attention to that, however. In this blog I will go into the importance of the feedback of the people who will actually leave your company and show you what you can learn from them.

Let’s start with: why?

Well, firstly, people who leave your company have nothing to ‘lose’, so they will be very forthcoming with what they think. In normal feedback meetings, employees are encouraged to be as open an up-front as possible. Although this sounds great, experience teaches us that employees can be a bit hesitant into saying everything that is on their mind in fear of retribution. This factor of retribution is not present at an ‘exit interview’, so your ex-employee will be open and honest.

Secondly, it is important to note that you can learn a lot from the reason why the employee is leaving. It might be possible that this new information helps you to prevent others from leaving for the same reasons as well. Often managers make assumptions as on why employees leave, instead of actually asking and understanding why they leave. This way they cannot effectively deal with possible problems in the internal organisation. Therefore, it is important to find out the true reasons in an exit interview.

Thirdly, it is important for your employer branding as a part of the employee experience. In an exit interview you can take up all sorts of matters which require closure before the employee leaves. Perhaps there are conflicts that need to be settled, equipment which has to be returned, or ongoing confidentiality clauses which have to be signed. Most of all it is a moment for your employee to reflect and express their thoughts and feelings. It is always good to give your employee the feeling that they are being heard, but it is even more important to actually listen (and act).

Still not convinced that it is important to have these exit interviews? Here are ten more reasons.

What to ask?

As said before, the main goal is to find out what the motivations are of the employee who leaves, but it is also good to unravel other possible problems in your organisation. So don’t be afraid to ask creative questions. Don’t make turn the interview in a acquisition and the atmosphere light-hearted to get your ex-employee to really open up. When having these exit interviews, then it is good to keep the questions uniform. Make sure that you are asking everybody the same questions, so that you can actually use the results. More on that later.

Here are some examples of questions that you might want to use:

• What is the reason you are leaving us? (obviously)
• Could you list a top three of reasons why you are leaving us?
• Is there anything we can improve as a company? Performance or cultural wise?
• Is there anything that your own department could improve?
• Is there anything that your manager can improve?
• If you would be owner of this company tomorrow, what would be the top five changes that you would make?
• If you would go back to the beginning of your time at our company, then what would you have liked to see differently during your time with us?
  

What’s next? Data.

Now that you know why it is important and which questions to ask, it is time to get to the interesting part: the data. To get an organised set of data, you will need to try and standardize the answers given by the ex-employees to get a clear picture. For example, if you ask the question “Why are you leaving us?” then you can get a very variety of answers as it is an open question. However, you can label the answers given so you can detect patterns. Answer labels for this question could include: “Atmosphere within company, Development possibilities, Prospect of better benefits, Personal reasons” etcetera.

One or two exit interviews will not give you enough information if you are dealing with possible internal problems. That is because it could just be that the couple ex-employees that you have interviewed might hold a grudge against you. However, if a certain pattern appears when more and more ex-employees point to the same problems, then you cannot hide behind the excuse of a coincidental common grudge anymore. So, volume is key here.

After having the right labels and enough volume, you are ready to analyse the data and draw the right conclusions to improve your company and tackle possible problems.

In conclusion

You should always hold exit interviews, not only because it adds to the employee experience, but you can also actually learn from them. This information can be valuable to retaining your future talent, tackle possibly hidden problems, and improve your company performance.

Do you need help with holding exit interviews, analysing the data, or implementing solutions to newly discovered problems? Get in touch with us and see what we can do for you.

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Research has time and time again shown that the best way to asses a candidate is through multiple assessment methods. A combination of different forms of assessment methods with will give you the highest probability of hiring the right candidate. Some forms of assessment methods are quite straight forward, such as structured interviews, behavioural interviews, and personality assessments, but there are others which are a bit harder to understand.

One that consistently shows up in research as being one of the best predicators of whether or not somebody fits the job is a knowledge exam or ability test or "work sample". A work sample is quite simply an example of your skills in a work-related environment. In this blog, we will dig in a bit deeper in work samples, their advantages and disadvantages.

Two types of work samples

In general, there are two types of work samples. The first type focusses on the developmental potential of candidates and in how far they are fit to learn the job at hand. This type of test is often part of the recruitment process for a traineeship or apprenticeship, after which the hired candidate first goes through a trial period where he/she learns the job at hand. Here you can think of examples such as military fitness tests, where potential cadets get tested for their physical and mental condition, or even an auditioning for a role within the music or theatre industry. In both cases potential candidates are not being tested for their current experience or skill but are mostly assessed for their potential to develop.

The second type is a more general work sample and are focussed on testing the prior experience and skillset of the candidate for the job at hand. These are more common and widespread throughout companies. Examples include, a coding work sample for a software engineering job, a use case regarding market expansion for a business development role, a logical puzzle for an analyst position, the list of different roles and work samples can go on and on.

Although the distinction is interesting, it is often so that the two categories are intertwined in the same process: both the present skillset and prior experience as well as the development potential are addressed.

Advantages

Assessing Skills

The first and foremost advantage of work samples is that the result gives an indication on how well a candidate would perform at the job. This is one of the most crucial assessments within a recruitment process. It has been proven that this work samples are crucial to assess whether a candidate possesses the right skills or the ability to train for the right skills. According to Robertson and Downs (1989), and Roth, Bobko and McFarland (2005), work samples increase the accuracy by which recruitment processes can predict whether somebody is fit for the job or fit for learning the job. This alone should be enough of an argument to start using work samples, but there are more arguments which make the case for work samples.

Validation

The second argument for work samples is that it provides validation within the recruitment process. This is not only true for the company, that, of course, needs the validation whether a candidate is truly a good fit for the role, but also for the candidates themselves to get a better understanding of the role, responsibilities, tasks, and their own fit for the role. The work sample exemplifies the competence of the candidate for the company while it also clarifies some aspects of the role for the candidate.

Overcoming Bias

The third advantage of work samples is that the results can be assessed by other members of the team, overcoming subjective opinions or individual biases of the interviewers. The work sample can give an objective answer to one of the most important questions of whether the candidate has the necessary skills to work within the company. Read more about the six most common recruitment biases here.

Contributing to CSR and Inclusion

Corporate Social Responsibility is a quite encompassing field, but basically boils down to that companies should behave socially responsible with regards to people, society, and our environment. Recruitment is also a part of CSR and work samples can contribute to the sense that they are not biased towards ethnicity or gender. Therefore, work samples should be utilized by companies that aim to be an equal opportunity employer as these are a step closer to unbiased recruitment.

Quantifying Results

In recruitment it is difficult to measure how well one candidate would fit versus another. Quantifiable results therefore make it easier to choose with whom to proceed, but also to whom to decline. Quantifiable results allow for informed decisions rather than just trusting your instincts and basing your judgement on individual interviews. According to Gilliland (1995), applicants that receive work samples perceive them as a very fair part of the recruitment process. Therefore, feedback based upon work samples is also perceived as such.

Measuring Recruitment Process

The advantage of quantifiable results is also that it allows for measuring the performance of the different stages of your recruitment process. Again, these results are not based upon the individual impressions of the interviewers, and the results are therefore quite reliable. The results of the measurement can give an indication about the required standards for the role, if you are attracting the right candidates, and about how well your interviewers are filtering out candidates who are not fit for the role. For example, if most candidates easily pass the interviews, but seem to keep dropping off at the work sample, then this might say something about the required standards of the role which perhaps require adjustment or the quality of your interviewers who perhaps must be more attentive.

High Return On Investment

This argument is more applicable to more specific functions which require more specific skills than less specific functions requiring fewer specific skills. The idea is that, although it takes time, money and effort to develop these work samples, it produces clear data by which decisions can be made, saving more time, money and effort on multiple interviews, meetings and other methods which aim to achieve the same results. It is also important to highlight that work samples save you from hiring the wrong candidates, which could end up being the costliest mistake that you can make, in terms of time, money and effort.

Now let’s turn to the disadvantages of work samples, most of which I have briefly highlighted above.

Disadvantages

Time & Effort

The first disadvantage is quite obvious in that it takes time and effort into developing a proper work sample. Time and effort are often not a resource of abundance within a company, especially not when a new position opens up. Most departments would like to see their new employee up and running as soon as possible. Therefore, time and effort should both be minimal, and work sample require both time and effort to create and tailor according to your recruitment profile.

Cost

The argument that often follows behind time and effort is the argument of cost. This is not surprising as both time and effort cost money, in one way or another. Keeping costs low to create operational value should be one of the main objectives of a financial sustainable company. Still, here I would argue it is a matter of perspective. Hiring an employee is an investment. The better you have assessed who the right candidate is, the more sustainable your relationship will be with your future employee. So, whether we are talking time, effort, or money, we would argue that the benefits outweigh the costs, and, we, as Peops Relations, can make them cost-effective.

In conclusion

Work samples have grown out to be a necessary part of every recruitment process. Work samples give an indication on how skilled candidates are, validate the candidate’s competences as well as the candidate’s perception of the role, overcome biases, lead to more inclusive hiring, and have a high return on investment. There is really no good reason not to include work samples in your hiring process, they are vital for a successful process. The only reasons to not include work samples are time, effort and cost, however, we would argue that it is more expensive, and a waste of time and effort, to search aimlessly without any result, or even worse: to hire the wrong candidate. Read more about considerations of work samples here or get in touch with us if you need help setting up your own work samples and overcoming excessive expenses.  

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