There is reason for some guarded optimism as we exit the Covid-19 situation and re-open the American economy for business.
PricewaterhouseCoopers (PWC) conducted a survey in May 2020 with 288 Chief Financial Officers and Finance leaders in public and private companies. The result of that survey which has updated information through May 11th shows that:
- For the first time, over half of CFOs expect it to take their company at least three months to recover once the virus recedes.
- 58% of all respondents are considering pushing back or canceling planned investments, down 70% from two weeks prior to this survey.
- Two-thirds are “very confident” their company can create a safe workplace. Employees may not be so sure.
- Flexible work scheduling is emerging as a better model.
- 68% of CFOs say crisis-driven transitions to remote work will make their company better in the long run.
Massive amounts of stimulus money were injected into the economy. The DOW Jones stock index as of close 6/5/20 is within approximately 2400 points or approx 8% from its all-time high in of 29,551 in February 2020. The market is up 8000+ points since March 2020, what a ride!
May’s employment numbers surprised many. Unemployment fell sharply in May as employers added 2.5 million jobs according to CNN Business. Ian Shepherdson, Chief Economist for Pantheon Macroeconomics, wrote in a research note, calling the May report “rather startling.”
“The biggest payroll surprise in history, by a gigantic margin, likely is due to a wave of hidden rehiring.”
Businesses are rebounding albeit unevenly around the country as each unique situation plays out. However, as noted above, “Two-thirds are ‘very confident’ their company can create a safe workplace, but employees may not be so sure.”
So the question is: how best to adjust our on-boarding practices to the new realities when bringing current staff back to work and hiring new employees?
We have all heard the saying, “People are our greatest asset.”
If this is so, then why do many organizations drop the ball with regards to their on-boarding? By the time we find them, tell them, sell them on joining our organization and ramp them up to productivity, we have invested a small fortune! Done well, on-boarding positively impacts culture and reduces bad turnover. Yet some pay lip service to this crucial function. A good hire can be turned into a bad hire if proper on-boarding practices are not followed. Worst of all, it is often self-inflicted.
By following the steps below, we are well on the way to the successful launch of a new or the return of a current colleague. And make no mistake, they will remember that experience, (good or bad).
1. Reach Out to Returning Employees & New Hires Before Their Start Date – Communicate the actions you are taking with regard to their personal safety on the job. “Provide them with re-assurance of their buying decision to join your organization. Setting up a reentry or on-boarding portal that new hires can access online before their start date is a good way for them to “buy- in” and begin learning about the company on their own time.
2. Make Their First Day Memorable – Whatever it is that you do, do something. It might be lunch with the new boss, a welcome card signed by all, or something thematically tied into team values. You don’t get a second chance at a first impression, so make sure day one is a positive experience for all everyone, especially after Covid where trust may be been shaken.
3. Keep Environmental Rules Tight at the Beginning – Post signs indicating that common areas—such as elevators, conference rooms, break rooms and bathrooms—have been sanitized and the date and time this was done. Remember the PWC survey showed that employees were not as convinced that they can return to work as safely as their CFOs believed. Start off on the right foot and be accessible. Get them up to speed gradually. Scheduling their first 2-3 weeks ahead of time has benefits. It builds trust and says, “We accounted for you!”
4. Follow Federal, State and Local Guidelines in On-boarding – Some states have forbidden offices from exceeding certain capacity levels and are requiring employee workstations to be six feet apart. The U.S. Centers for Disease Control and Prevention, the Occupational Safety and Health Administration, state and local governments have released guidelines for returning to the workplace. Each state is reopening at its own speed. Be vigilant about state workplace rules or risk exposure.
5. Over Communicate to the Workforce – Again, over communicate the actions you are taking with regard to their personal safety. Set a positive tone in the organization from which the new hire’s internal brand can grow. It can also foster vital interdepartmental collaboration. If other departments end up working together at some point, everyone will already be familiar with each other. 6. Be Flexible – Employees who are able to work remotely may want to continue doing so if they are uncomfortable returning to the physical workplace. Have HR over communicate the “essential” functions of the jobs.
7. Set New Hire Expectations Early – Communicate clearly about roles, responsibilities, objectives and expectations. Set short-term and long-term goals and have each person check in regularly to see if they are being met. After a couple of months, a formal performance review should be scheduled to give new employees honest feedback on how they’re doing. And of course, don’t forget to heap praise on those who deserve it.
8. Allow Them to Give Feedback – Create “non-judgmental” space for them to provide feedback about how things are going. The on-boarding process provides an opportunity that can benefit your entire organization. Should you implement their feedback, new hires will feel heard, and you’ll have made improvements because of it. That is a big win for everybody!
9. Reinforce Cultural Values Continuously – Be inquisitive and observant, (almost parental at the start). Get to know your new hire’s work habits and personality in order to guide them in integrating with your company’s culture. Remember, it’s a fore gone conclusion that the new hire brings technical expertise to the team. Almost always when they run into difficulty it is the people side of the equation.
10. Rethink Work Related In-Person Social Events – Asking employees to join in a birthday celebration in the break room can backfire, Vela said, with employees feeling that the employer has a complete disregard for their well-being. I had a coaching client express fear and frustration with regard to how some in leadership seemed to disappear at a time when their leadership communication was needed most. Remember, the returning employee or new hire may not know what you know. And in the absence of what they don’t know, some may fill in the blanks with assumptions.
Use common sense and don’t go too fast. At the beginning its about re-connecting people and systems safely. Proper on-boarding and new hire integration take time. In this case, post covid, slow and steady really does win the race.
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