All aboard!

Getting your next employees ready for success.

It’s easy to assume the job is done when a candidate has accepted your verbal offer.

With any experience of things going wrong, you may also extend this to the time they’ve tendered their resignation.

That understandable concern they may get doubts, other offers, counteroffers or even boomerang hires.

It goes to follow a good process will mitigate this concern by working more closely with the candidate.

Managing their expectations around the time it takes to generate a written offer. Guiding them through the resignation process – a stressful step for many.

You may even have a strategy for broaching the dreaded counteroffer, although if you’ve brought the right candidates forward in the right way, this shouldn’t be a problem.

What happens next?

Is it an inevitable void where all contact is dropped until the week before they start?

A void which can last months the more senior a candidate is, during their notice period.

A void which can happen as the relationship transitions from candidate to employee, and across HR or agency to the new line manager.

It’s easy not to join up the thinking needed to allow the best start.

Do you keep in touch and invite them to take part in company events, update them on notable news and treat them like your new colleague?

Do you make sure they know exactly what the first few weeks will look like in their new role, with a clear induction, a plan to meet relevant stakeholders, and all equipment ready on day one?

Of course, this stage will look different from business to business, and person to person.

Finding a balance between giving your next employee the right experience without being too invasive.

Like anything in recruitment, you can do this by making the right plan with your stakeholders, with your new employees’ needs in mind, and asking them what support you can give them.

It doesn’t have to be complicated and has the added benefit of reducing the risk of your newly filled vacancy becoming unfilled.

It’s simply a question of treating preboarding and onboarding as a necessary part of your employee lifecycle.

And seeing the benefits of doing so in return.

The next newsletter is on taking away unnecessary barriers in your recruitment process.

Regards,

Greg

p.s. While you are here, if you like the idea of improving how you recruit, lack capacity or need better candidates, and are curious how I can help, these are my services:

- commercial, operational and technical leadership recruitment (available for no more than two vacancies)

- manage part or all of your recruitment on an individually designed basis for one client

- recruitment coaching and mentoring (one place available at £200/hr + VAT)

- recruitment strategy setting

- outplacement support

Just hit reply to check if my approach is right for you.