Discover the Missing Piece of Your New Hire’s Onboarding Experience

Personalization is everywhere these days. From companies allowing you to design your own shoes to websites being tailored to specific people and organizations, it’s clear that customization is meaningful to individuals. Forrester has even reported that 77 percent of consumers have chosen, recommended or paid more for a brand that provides a personalized service or experience.

The concept of customization is also impacting the way organizations build their employee engagement programs. To attract great candidates and retain team members, it’s more important than ever for HR and talent development departments to consider how they create a compelling experience for each employee from day one, and that begins with onboarding.

How can you boost your onboarding experience? Try personalizing it by incorporating your new hire’s Emergenetics® preferences into their onboarding plan.

When you understand how your employees prefer to think and behave, you can make their first few months at your organization even more impactful by:

• Engaging them in activities that give them energy,
• Coaching their manager on how best to work with them,
• Creating a common language that connects the new hire with the organization and
• Investing in their growth early on.

Engage Your Staff with Projects They’ll Enjoy

People who use their strengths every day are six times more likely to be engaged on the job. When you understand your new hire’s preferences, you can build in more projects that are likely to give them energy as well as design tasks in a way that engages them.

Here are a few tips to do so:

• To engage new hires with an Analytical preference, discuss high-level goals and metrics to hit early on in their onboarding process. You may also consider giving them projects that incorporate data analysis or provide mentally challenging tasks that offer them an opportunity to problem solve.
• To engage new hires with a Structural preference, provide guidelines, timelines and clear expectations for their tasks so that they feel confident in the way they approach their work. Consider giving the new hire projects that allow them to bring order to chaos and deliver practical outcomes.
• To engage new hires with a Social preference, make time for team building so they feel a connection to their department and encourage managers to devote time to getting to know their new hire personally. Try providing them with tasks where they collaborate with others and can tackle projects with teammates.
• To engage new hires with a Conceptual perspective, share your organization’s vision so they can get excited about the direction of the company. Encourage them to offer ideas on ways to improve existing processes and programs in your organization, and involve them in brainstorming opportunities.
• For those in the first-third of Expressiveness, provide information about meetings or projects in advance and in writing so your new hire can consider their needs independently. For those in the third-third of Expressiveness, share information about tasks in person so they can process and share their thoughts out loud.
• For those in the first-third Assertiveness, take time to connect with your new hire to ensure that they feel confident about the pace of their 30/60/90 day plan. For those in the third-third, add in some stretch goals to those plans to help motivate them to get to work quickly.
• For those in the first-third of Flexibility, give your new hire focused assignments and try to limit the number of projects on their plate at once. For those in the third-third of Flexibility, provide them with several tasks at once so they can switch gears as they wish.

Coaching Managers to Support Their New Hires

When a new hire has an Emergenetics Profile, Associates have an opportunity to coach the employee’s manager on how best to communicate and work with them. By understanding the new hire’s preferred ways for thinking and behaving, Associates and managers can determine the best ways to interact, collaborate and give feedback. With this additional insight, managers will be in a much better position to have productive, effective conversations early on in the new hire’s onboarding process.

Creating a Common Language

When your organization uses Emergenetics, you build a common language that connects all of your employees. It allows companies to strengthen communication as well as collaboration by orienting your teams around the Attributes.

For new hires, this language can be especially powerful because it helps them better understand themselves as well as the preferences of their teammates as well as gives new employees a safe way to address challenges, opportunities and differences in their approach to work.

Showing Your Investment

According to TLNT.com, 80 percent of workers agree that being given the chance to learn new skills at work would make them more interested and engaged in their jobs. Having your new hires take an assessment as part of their onboarding process makes a statement that your organization is committed to investing in their professional development.

By helping new hires develop greater self-awareness with the Emergenetics Profile and understand how to better work with their team through the Meeting of the Minds, you can engage your employees early on in their work with your organization.

As more millennials and Gen Z employees enter the workforce, it will become more important for organizations to consider how organizations can personalize onboarding to create a powerful, positive employee experience.

Even if you are not hiring a lot of millennials or Gen Z employees at this time, this level of customization can be appreciated by all generations. After all, who doesn’t want to work at a company that invests in them as well as creates an onboarding experience that supports their interests and needs?

To learn more about how Emergenetics can support onboarding programs, please fill out the form below.

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