Corporate Training Magazine

Retaining Top Talent: Why Effective Orientation Programs Are So Critical
Vol 1 Issue 2- Nov 2005

By Roberta Clement

John is a journeyman welder. On average, he receives three calls a week from prospective employers asking him to join their team. The calls come from all different locations across the province and beyond. John is aware that he is highly employable and could work anywhere he wants.

Competition for top talent is fierce, and it's likely to get worse. According to interviews of senior executives conducted by Accenture, "attracting and retaining skilled staff ranks highest on executive agendas for 2005". As such, employee retention has become a major concern for organizations large and small, and everyone's looking for answers on how to retain employees--particularly their top performers. What many companies don't recognize is that the process of ensuring their talent doesn't walk out the door starts the minute they first walk in.

Effective new employee orientation has taken on added significance in light of what is happening in many occupations and across the labour market in general. Unemployment is at low levels, competition for talent is increasing, turnover rates are at their highest level, and labour market shortages are beginning to occur in certain occupations. Additionally, employees are increasingly seeking opportunities for learning and career advancement, and their expectations of the work experience are increasing.

Being in an employee-driven market, it's no wonder that employers are starting to focus their efforts on creating viable retention strategies. With the power now firmly in the hands of employees, companies need to focus their efforts on identifying and providing employees with clear expectations of the job, the tools they need to succeed and the opportunities the company offers.

In his article, How to Build a Magnetic Employer, David Lee writes, "Regardless of one's profession or age group, or changes in societal norms, human beings have fundamental, hard-wired needs and drives that impact employee satisfaction. These include the need: … for meaning and purpose … for community and connection … to learn and grow … to feel a sense of control and autonomy … to experience mastery and self-efficacy

"An effective orientation program can provide the critical link between recruiting, developing and retaining talented staff and creating a stronger foundation for enhancing an organization's communications, employee relations, training and development, knowledge management, productivity, customer satisfaction and retention, and overall profitability and competitiveness."

Effective orientation programs include much more than having new hires spend a couple of hours with human resources, or taking a new team member out for lunch on their first day. Nor are they just about filling in payroll and benefits documentation. To develop a strategic employee orientation program, ensure your program: … Supports and encourages communication in the workplace … Gives employees the tools, resources, information and support they need to be successful … Reflects the company's culture … Fosters an environment where employees are encouraged to share information and learn from each other … Recognizes that each employee plays a vital role in achieving company objectives.

When designing an employee orientation program, it is also considered a best practice to bring together a cross-disciplinary team from different departments and/or areas of specialty. These individuals will be able to provide insight into the company and be personally invested in fostering a successful program.

Proper design and implementation can benefit your organization in many ways, including improved communications and employee engagement, a shortened learning curve, and increased productivity and employee satisfaction levels. It also promotes more effective knowledge management and information sharing, and ultimately reduces turnover.

When designing your program, it is important to recognize that the orientation begins the moment a prospective employee interacts with a representative from your organization, whether it's by phone or in person. As a result, every employee is an ambassador for your organization.

Another key point to keep in mind is that although every individual is unique, people generally thrive in environments where they have opportunities to pursue challenging work, to learn, grow and advance. Being recognized and rewarded for their contributions and compensated fairly in the market is also important, and orientation programs can go a long way in helping top talent recognize that their organization has the ability to meet these needs.

Ongoing Orientation: Beyond the Introduction
It’s also important to recognize that orientation is a process, not an event. Ongoing efforts beyond the initial introduction provide added reinforcement in the employee's eyes that they are valued and that the company has their best interests at heart. Buddy systems and mentoring programs can play a key role in achieving this goal. They can also help position an employee for success now and in the years ahead.

The Buddy System
New employees are often assigned a buddy who will assist them in navigating through the organization. For example, a buddy could assist a new employee by helping them find necessary supplies, introducing them to other team members, and providing insightful advice on dealing with the politics which inevitably exists in most organizations.

Mentorin
Mentorship programs can be used to foster employee growth and development within an organization. Mentors and mentees should contract with each other by agreeing to work together for a specified amount of time, schedule regular meetings (with a defined duration); and achieve or attain specific goals and objectives. Mentors can also function as a top-talent advocate for career progression.

John, the journeyman welder we met at the beginning of this article, continues to receive many calls offering him employment. Currently, he's not too interested in what others have to offer because he's happy where he is, in no small part because of the extra steps his company made at the initial recruitment stage - and continues to make today.

Roberta Clement is the southern Alberta regional human resources consulting manager for Meyers Norris Penny.