Onboarding Strategies

Improving the Organization Through Staff Retention and Acquisition

The availability and acquisition of highly qualified staff is top of mind for many school administrators.  It’s a complex topic, so I plan to break down each of the following components over the coming weeks, sharing examples and strategies to address each one of the following:  

1. Staff Retention
2. Hiring Practices
3. Onboarding
4. Setting Expectations
5. Feedback
6. Applicant Pool

Onboarding

Once a candidate for hire has accepted an offer of employment and has been officially hired, the onboarding process would take place.  An often overlooked, but important step in the success of newly hired personnel is integrating all new employees through the following strategies:

1. Logistical information  welcome package, swag, calendars, payroll/benefits, introduction to the team, technology.
2. Communication of district/organizational mission, vision and core values.
3. Setting expectations
4. Identify the opportunities to be mentored and supported

Logistical Information

Remembering that new employees do not necessarily know where sources of information and assistance are available, it is important to provide insights into how the support in the district will help them.  If the goal is to have new employees provide high level services, they first need to be able to access vital information for themselves.

Plus

• Employees will not only feel a part of the group (sense of belonging) but support personnel will be able to put their best foot forward for them.
• Easing of frustrations will occur as a smooth transition into the organization takes place.
• Personnel providing support will be able to fine tune their service processes.
• Accurate pay, benefits, communication, and important dates will allow the employee to be immediately successful.

Delta

• If not carefully planned, the onboarding experience can be overwhelming.

What can we do?

• Provide a welcome packet of information for all new employees.
• Introduce to Payroll, HR, Benefits, and Technology.
• Have communication lines set up (telephone and email).
• Small tokens of “swag” are important to allow new employees to become part of the organization.
• Phone numbers and email addresses should be provided at this time.

Anecdotally Speaking

A district provided mentors to assist in new teachers being able to navigate through their payroll information as well as other logistical items.  Because the onboarding process was left to the expertise of the mentors, the process was seen as inconsistent at best.  Additionally, other employee groups who did not have a mentorship program were left without this vital information.  To rectify this situation, the district placed one person in charge of this portion of onboarding and all new employees had a mandatory meeting where payroll, benefits, and technology supervisors presented information to the group.

Communication of District/Organizational Mission, Vision and Core Values

During the hiring process, the district mission, vision, and core values could have been communicated and emphasized in order to align these district elements with the employee characteristics.

Plus

• Newly hired employees can see how they fit into the organization.
• All employees are able to see how they can successfully promote the organization.
• Employees can see how their work aligns with the values of the organization.
• There exists a greater likelihood of district success if employees best exemplify the existing values.
• Greater job satisfaction is generated when employees fully understand the direction of the district.

Delta

• The district must exemplify their mission, vision, and values or risk being seen as inauthentic.
• If the district does not reflect the mission, vision, and values, the employees can become disenchanted with the district.

What can we do?

• Carefully and intentionally refer to the mission, vision, and values at opportune times (presentations, meetings, etc.)
• Intentionally present mission, vision, and values on letterhead, presentations, websites, and other public facing materials.
• Emphasize parts of the statements that pertain to the work at hand.

Anecdotally Speaking

In order to better align the district’s mission and values with the people who work in the district, there was an intentional effort to present the district’s mission, vision, and values to all current staff.  Additionally, the district embedded elements of the core values in the questions provided at the interview of all potential candidates.  For example, “Give us an example of a time when you exemplified a core value of support.  The mission statement was read at the beginning of each School Board meeting and the mission statement was included on all public facing documents.

Setting Expectations 

An accumulation of strategies in the hiring process will allow supervisors the opportunity to have open and honest onboarding discussions about expectations of the district.  Referring to job postings, interview questions, and established values will drive a more formalized setting of expectations.

Plus

• Employees will have a deep understanding of what is expected of their job performance.
• The district will have documented the communication of expectations.
• The employees will clearly understand how performance measures will be applied.
• Improved consistency of individual performances will enhance the performance of the organization.
• Better alignment of employee performance will be achieved.
• The values and culture of the organization will be protected.
• While different positions will have different functionalities, all positions will have common expectations around mission, vision, and core values.

Delta

• There would need to be an intentional examination of current practices and inquiry into potential divergent opinions in order to create and maintain vibrancy.
• While adhering to the established norms is important, seeking new perspectives will allow the district opportunities to grow in unexpected positive ways.

What can we do?

• Connect mission, vision, and values to job postings, candidate selection processes, and onboarding strategies.
• Onboarding is a formal way to communicate high expectations.
• All employees should be included in onboarding processes.
• Periodically, conduct an onboarding session with all current employees in order to reinforce and remind all employees of the values of the district.
• Have individual onboarding sessions with new employees when necessary.
• Consistently work to make sure the mission, vision and values are similar to how the district functions.
• Ensure mission, vision, and values are part of the evaluative platform.

Anecdotally Speaking

A district had a well-aligned mission, vision, and values.  Performance expectations were clearly articulated during the hiring process and onboarding sessions.  The newly hired employee was having difficulty meeting expectations and was inadvertently deviating from the established culture and values of the district.  During the subsequent conversation with the supervisor, the supervisor reminded the newly hired employee of how expectations were communicated, had documentation of providing this information, and the supervisor was able to clearly identify deficiencies as well as support for the employee to become more successful.

Mentoring and Support

Providing newly hired employees with intentional support for their success is critical to district well-being and sustained individual, team, and district growth.

Plus

• Employees are able to successfully meet and exceed expectations.
• Established employees are able to assume leadership roles.
• The district is able to create conduits for success that promote consistency.
• Fairness becomes a hallmark of the district as success becomes an intentional outcome for all.
• A supportive environment engenders higher rates of retention.
• Providing excellent support and mentoring will have long term positive effects as those who were mentored and supported will become new mentors and providers of support.

Delta

• Realizing the positive impact of providing mentoring and support, there may also be an increased cost of providing this service.

What can we do?

• Establish mentoring systems in all employee groups.
• Clearly articulate professional development opportunities within and outside the district.
• Clearly identify funding opportunities specific to support and growth of the individual and district.
• Identify areas of support as well as areas of more formal actions.
• When possible, view re-directions as opportunities for employee growth and development.
• Supervisors provide timely, regular, and specific feedback.

Anecdotally Speaking

The district committed to providing all employees with outstanding support in doing their respective jobs.  The investment paid dividends in fewer incidents of attrition, fewer hiring challenges, and a more energized work force.  Not only did employees receive excellent and intentional support, but employees provided their constituents (students) with similar excellent support in their educational journey.  Providing support (a core value) became an intentional functioning of the district and reinforced the culture identified and promoted.

Being intentional about the onboarding process for all employees will generate confidence in their skills and abilities to carry out high expectations as well as to promote the established culture of the district.

As you work through changes in your organization and/or district, consider using one of our Frameworks (Growth and Change and/or Strategic Growth and Change) found at the following link:

TeamWorks Resources

Next week I will focus on the topic of Setting Expectations.