Employers, at times fail to build a proper rapport with new employees. This not only makes the recruitment process never-ending, but also an unproductive investment. The cost of hiring and retaining the person matters the most compared to any other costs especially in this era of Information Technology. Every employee becomes an investment and a profit center for the company.
Making an employee socialize effectively, has always been an area of struggle for the corporate groups. This is true irrespective of the size of organization; the degree of struggle may vary, but the struggle is persistent. One of the reasons for a worker discontinuing the job is the lack of proper understanding about mutual expectations. Every new joiner has certain expectations from the employer and vice versa. This situation in particular is very challenging as well as healthy for both.
Many times, employers may consider "Induction and orientation program" as an unnecessary evil and try to avoid such activities. Such a trend is highly observed in small and medium scale business groups.
These employers focus on employees' early contribution to the work, their output and rush through to bring the new joiner on board. He may be burdened and gets lesser opportunity to build a good relation with the business group.
One negative effect that it breeds is sequential resignations. It becomes a problem for the employer, when few of the members plan to separate from the company. The employers, in an effort to retain the employees, try to not only empower them but also place them in a dominating position.
Can such and many more issues be halved at an initial stage and hence at the right time? Up to a certain level, yes it can be.
Catch Them Young
The only way to go about tackling the situation is 'right employee selection process', and thereafter introducing the new entrants with the business processes and career prospects. The "Induction and Orientation Program" is therefore very important. Here, providing a healthy and conducive environment to a new joiner, and retaining them becomes a vital responsibility of the employer.
To understand the psychology of employees and provide them an optimum platform to perform and grow, becomes a professional challenge for an employer. This not only helps him bond with the organization, but may also motivate him to shoulder additional responsibilities.
Employers should address every new joiner as a future partner, right from the very first day. Here, the employer is always in a win-win situation, as he has limited liability towards the new joiner on one hand; on the other hand he experiences outright contribution from employees. Just selecting the right and skilled person is not enough for an employer, but sharpening their skills, boosting their morals, partnering them in the business process, and just letting them to do their best is equally important.
The early-stage employees a.k.a. freshers, should ideally be identified within the first two to three years of employment. Both the human resource team as well as their immediate line managers, should be involved in identifying a high-potential candidate. Once this is done, then the employer can invest the time and money to nurture him/her into higher-level positions. It would be rewarding for both, the employer in terms of profit, and for the new joiner, in terms of promotions, salary hikes and overall job satisfaction.
Just think of an undernourished baby. It always bears some shortfalls throughout the life. To help the child attain good health in the later stage becomes not only difficult, but also an unrewarding attempt for the family. In the same way, if the new person becomes seasoned, and does not get any growth, or does not get recognized for his efforts, he may become a dissatisfied worker. And at a later stage, it may become a difficult task to revive him. Therefore, the point is about identifying the needs of your employees at right time, and nurturing them in a good and conducive environment.