Currently my organization emails an offer letter in hopes of a digital acceptance.

Once
accepted, the new hire is then contacted by our employee health department to
schedule the onboarding appointment. In onboarding, they come to the Human
Resources department to receive all the new hire paperwork. They then go to the
employee health department to do the drug test as well as receive lab requirements.
They are then directed to the Parking Concierge, the lab for blood work, and to
Operations to take a photo for their employee ID card. Between the day of on boarding
and the first day of work, the new hire may or may not receive an email detailing the first
week’s schedule of training with their department. The onboarding appointment can be
as early as one month before they report to their first day of work which is the human
resources orientation program.

I would change the communication with the new hire. Once the new hire accepted the
position, I would require that the employee health team notify the manager the date that
the new hire is coming to complete the onboarding process. I would require a manager
or supervisor to call the new hire so that they know it is appreciated that they chose to
start working with our organization. I also feel that it would establish a connection to the
company and enhance their relationship to the corporation. On the day or onboarding, I
would require a manager or supervisor to meet with the new hire to discuss what to
expect the first week of employment. I feel this would ease their anxiety a little more and
put a face on the department they would be working with. The introduction would give
them a point person to communicate with for any questions and uncertainty.

These changes to the “anticipatory stage” would improve the relationship between the
new hire and the company. This would reduce the new hire’s uncertainty felt when
moving into a new company. I believe that my organization creates an uncertainty by
not communicating with the new hire enough. I have found that many new hires decide
not to show up on the first day or choose to leave before their six months of
employment due to the lack of connections that they feel with the company. Building a
relationship beginning with their acceptance of the position can solidify a long-term
employment relationship.

Currently my organization has all new hires attend an 8-hour orientation facilitated by
Human Resources. The day is filled with various managers who attend the orientation
for an hour at a time. During their time, they supply the new hires with an overwhelming
amount of information on the company and its benefits. There is no information given to
the employee regarding their department nor where to report.

At this stage, I would require a manager or a supervisor to meet with the new hire and
show them where to report in the morning. I would also have them supply the new hire
with the direct number to their department in the event they get lost. Our organization
spans a 7-block radius which is intimidating to all new hires. I would also have the same
manager or supervisor greet the new hire the morning of their first day of departmental
training. This would further solidify the relationship between organization and employee.
I believe the in-person communication will begin to establish a sense of connection and
obligation to the organization.

When I started with the organization, I didn’t feel committed to the organization until I
established a relationship with someone in my organization. It took approximately 5
months before I established my first relationship with someone in my organization. That
person wasn’t a person within my department therefore I still didn’t feel any connections
with my department. I was with the same department for 3 years and in those 3 years, I
went to one department meeting. When I made the decision to switch departments, I felt
no obligation to my department. I didn’t feel supported. I believe that the changes I
would implement would develop a sense of passion and excitement in the new hire.

Currently as an organization, my company doesn’t do anything for the employees after

30 days on the job. Right now, they mail a card with a lunch voucher and a Starbucks
gift card to the new hire when they reach 90 days of employment. What they have been
finding is that not all employees have been receiving the cards. Recently, the
organization has been focusing on the number of employees that have left before
reaching one year of employment.

I would implement a round table for all new hires after 30 days of employment. I would
ask for their feedback on their experience with the organization thus far. I would ask for
feedback on the new hire process and see how they felt as new hires. The feedback
would be instrumental in changing and improving the new hire experience for years to
come. It would give us insight to the incoming employees and how their view on
employment will change the organization in the days to come.

I would have the Human Resources team facilitate these meetings. They would last 30
to 45 minutes long and would be held at different times on two days within the third
week of the month. I believe these meetings would also show our new team members
that we value their experiences and look to them as the future of our organization. I
would also encourage a follow up round table when they reach 90 days of employment.
I would want to understand how their views have changed within the 60 days since we
last met.

In such a large organization, I believe the biggest hurdle would be to get the
management team of all levels to see the importance of establishing a relationship with
all new hires in their team. The main reason for not establishing a relationship is the
excuse of being busy and not having enough time. As an organization, we begin to lose
when we lose sight of the future and the changes within the industry. The new
generation of employees must be heard. I would need to find a way to get management
to see the importance of hearing their voices. With that, the hurdle would be getting the
management team to be openminded and willing to accept change.