The Employee Retention Handbook - by No-Fail Hiring

THE
EMPLOYEE RETENTION
H A N D B O O K
- A NEW ERA MANAGEMENT INTERNATIONAL PUBLICATION -

DISCLAIMER
This e-book is designed to provide information and education in personnel selection
and hiring. It is sold with the understanding that the publisher and the author are
not engaged in rendering legal or accounting services. The content of this e-book is
solely based on the author’s professional experience and observations, and does not
necessarily always reflect opinions or positions of any other quoted author(s).
While the publisher and the author have used their best efforts in preparing this
workbook, they make no representation, claims or warranties with respect to the
accuracy or completeness of the content of this work. The advices and strategies
contained herein may not be fully suitable for your situation. Neither the publisher
nor the author shall be liable for any loss of profit or any other commercial damages,
including, but not limited to special, incidental, consequential or other damages –
resulting from the study of this workbook.
----------------------------
New Era Management International, an M2-TEC USA, INC company.
Copyright © M2-TEC USA, INC. All rights reserved.
Published by
M2-TEC PUBLISHING,
a division of M2-TEC USA, INC.
1988 Freedom Drive
Clearwater, FL 33755
info@neweramanagement.com
The No-Fail Hiring System is a trademark owned by M2-Tec USA, Inc.
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ONBOARDING:
A VITAL LAST STEP IN THE HIRING PROCESS
The purpose of this write-up is to help you optimize the odds that
you will keep good new employees. All your hiring efforts and
energy can be wasted by neglecting this vital onboarding step.

WHY DO NEW EMPLOYEES LEAVE?
1)
False expectations
• Statistically, 4% of employees in the USA walk out of the
job on the first day,
• 50% of them quit in the first 6 months,
• 40% of executives fail to last more than
18 months in their new position.
Get Top Employees! Find Out More ►

2)
Lack of attention
• 20% of new employees find their way through and quickly develop a work
pattern that fits well with your expectations.
• 20% of them loose control within less than 6 weeks and show unacceptable
performance.
• 60% of them spend more time and energy trying to find out what needs to
be done and how, than to actually do the job. They waste a lot of time, as
well as their direct supervisor’s and yours. Nobody is really happy. After a
while, management starts to doubt about their
employees’ ability to make it go right.
• Some of them will remain on the job
because they, somehow, were able to handle
emergencies and important issues. But in the
process they also developed inefficient work
habits and/or inappropriate responses to
difficult work conditions.

3)
Lack of appreciation
Over 74% of employees in the USA feel disengaged at work. Here are the
main reasons given:
• Poor management - uncaring and unprofessional managers; overworked
staff; no respect, no listening, putting people in wrong jobs; speed over
quality; poor manager selection processes.
• Poor communications - problems communicating top-down and between
departments; after mergers; between facilities.
• Lack of recognition – no validation
or acknowledgment for what the
employee does.
• Poor senior leadership - not
listening, asking, or investing in
employees; unresponsiveness and
isolation; mixed messages.

• Lack of training - nonexistent or superficial training; nothing for new hires,
managers, or to move up.
• Excessive workload – being asked to do more with less; also sacrificing
quality and customer care to make the numbers.
• Lack of tools and resources – inadequate
supplies, poor technical support, lack of human
resources to relieve overwork.
• Lack of teamwork – not enough cooperation
and commitment to get the job done; conflicts
between departments or services.
3)
Lack of appreciation -continued

HOW CAN
PROPER ONBOARDING HELP?
Onboarding is a crucial part of building employee engagement, satisfaction
and success. There is a clear correlation between effective onboarding
efforts and improvements in employee performance and reductions in
turnover.
Onboarding is a process that focuses on helping new employees become a
part of the organization, building crucial relationships, understanding their
role and learning how they add value. The duration of onboarding programs
varies – from days, to weeks, to months and up to a year. The overall
objective is to ensure that the employee feels connected to the organization,
builds key relationships and understands how he/she fits in the overall
mission and values.

A key element in successful onboarding is having a sponsor/buddy. A sponsor/buddy
is someone who can answer, in a positive way, questions about the work environment,
the culture and norms, and the unwritten practices and procedures. The sponsor will
help socialize the new employee, taking them to lunch, introducing them to peers, and
helping them find needed resources. When choosing a buddy, look for someone who
has the time to be accessible, holds a job that is
similar to that of the new employee, has a good
performance record and enjoys working for the
organization, is well regarded by others in the
department, has good interpersonal skills and has a
strong sense of confidentiality.
Finally, keep in mind that it is easy for the new
employee to be overwhelmed in the beginning. An
employee who is introduced to an entire staff in
the course of a single day and who is assigned the
task of reading voluminous materials for hours at a
time can feel overwhelmed and introvert as he/she
feels there is no “real work” to do.
So, when new employees start, follow this recipe
for successful onboarding and see the difference it
can make.
HOW CAN
PROPER ONBOARDING HELP? -continued

The Proper On-Boarding Process

• Send an appointment letter and information (e.g., benefits and
first day logistics) to provide the specifics on their job offer and
welcome them to the organization.
• Encourage review and completion of paperwork before their
first employment day.
• Contact them to answer questions and set expectations.
• Assign a sponsor/buddy to help them get oriented to their
work group and environment.
• Provide the sponsor/buddy with a copy of the job
announcement and job description.
• Assign and prepare workspace and provide office supplies
• Ensure “office essentials” (e.g., computer, phone, e-mail,
training accounts) are set up.
PRIOR TO COMMENCEMENT

• Personalize the experience with something unique for the new
employee (e.g., welcome note, flowers and name plate).
• Communicate vision and mission, and administer a formal oath (if
expected).
• Introduce new employee to sponsor/buddy.
• Complete paperwork and security requirements.
• Explain benefits and policies.
• Have a senior leader welcome new employee.
• Arrange for new employee to eat lunch with other peers on first
day.
• Provide realistic information about the organization and its culture
and avoid “over promising.”
FIRST DAY ORIENTATION

• Ensure that job roles and responsibilities are clearly
communicated to the new employee.
• Introduce the new employee to other employees and
senior staff.
• Provide meaningful work for the new employee – either
training or substantive work related to the new job.
• Ensure that a senior leader (in the new employee’s office)
welcomes the new employee.
• Review the organization structure and key staff.
• Provide a list of contacts who can address the new
employee’s questions on a variety of issues.
• Gather feedback about the orientation program from
new employee.
FIRST WEEK

• Review performance objectives and set individual
development goals.
• Give performance feedback early and often to the new
employee.
• Provide training, as needed, to help the new employee
understand internal systems, general operating practices and
obtain other information or skills required to perform.
• Discuss individual work styles and preferences.
• Arrange for the new employee to meet key stakeholders from
other departments.
• Check with new employees regularly to ensure that they
continue to assimilate and expand their knowledge and
capabilities; connect to mentoring programs.
FIRST 90 DAYS

• Provide training to build competence and fill any skill gaps.
• Conduct a new employee survey and address any issues
surfaced.
• Assess the performance of the new employee and provide
feedback.
• Ensure a senior executive or manager sends a congratulatory
e-mail or letter on the employee’s one-year anniversary.
FIRST YEAR

NO-FAIL HIRING
A NEW ERA MANAGEMENT INTERNATIONAL SUBSIDIARY
1988 FREEDOM DR
CLEARWATER, FL 33755
877-831-2299
INFO@NOFAILHIRING.COM

The Employee Retention Handbook - by No-Fail Hiring

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