I recently attended a workshop on Attracting and Retaining Talent and so felt my blog this month should be about one aspect of this subject – Induction.
For new employees, induction has a huge impact on their first impression of an organisation. Through effective induction practices, new starters will better understand their role, the organisation and its values. This in turn enables them to feel integrated with the business and become productive more quickly.
The importance of induction metrics
As existing research suggests that induction processes are linked to employee retention, it’s key that line managers and people professionals prioritise the induction experience. If you gather metrics you are able to measure the effectiveness of on-boarding for a business, as this will highlight where improvements can be made.
Metrics collected from the induction process can also be used to identify wider workplace issues and opportunities. The article I read illustrated this by outlining a case study from the banking sector. This organisation identified an increase in the turnover of new starters and exit interview data did not reveal the cause. Participant feedback from on-boarding programmes was available but hadn’t been used to diagnose the issue. This data could have shed light on the quality of training and support that new hires received when they joined, which could have impacted on their performance and satisfaction.
When should data be collected?
Many organisations collect data at the end of an induction programme to evaluate its effectiveness. Whilst this is useful, it is also suggested that data should also be collected from the start to establish a baseline. During the 1st year of the employees experience with an organisation for example collecting data 90 days and 180 days after a new employee joins, as well as immediately after the induction experience, will help track the long-term impact of induction and prove its value.
Finally, induction data should be collected not only when a new person joins the business, but when employees move internally, for example with a relocation or secondment.
What type of data should be collected?
Data to collect include short-term metrics, both objective and subjective. These include employee satisfaction with the programme, induction training attendance, and performance or probation related metrics.
Long term metrics can also be utilised to demonstrate the value of induction. These include the cost of employee turnover, the time taken for employees to become proficient, and the results of exit interviews. Focus Group feedback can be a very useful tool in understanding the impact of induction.
The objectives of the induction programme should inform the type of data collected. For example, if employee retention has been identified as a challenge, both short term and long-term turnover metrics should be prioritised to discover the programme’s effectiveness.
Taking action on induction data
To prove the value of investing in induction programmes, I suggest a simple survey be carried out, and the data collated be shared with your with line managers and business leaders. Companies need to take action to address issues. One example of this is through the creation of a taskforce that can refresh induction training, while also acting as an opportunity to share learning from parts of the business where induction is most effective.
Of course, the value of people data extends beyond measurement surrounding induction. It allows people professionals to demonstrate the value of organisational practices to key stakeholders, and better solve business problems. Taking an evidence-based approach, of which organisational data forms a part, can ultimately aid better decision-making and improve business productivity.