Skip to main content

Welcome Aboard: Five Onboarding Essentials to Retain New Hires

Wednesday, December 20, 2017 9:00 AM

Aesthetic Medicine, Expert Advice

Written by: Glenn Morley

Editor's note: BSM senior consultant Glenn Morley recently presented this topic at the Global Aesthetics Conference in Miami.

Glenn Morley
Senior consultant

One of the most rewarding experiences an employer can have is to build a team of hardworking, dedicated individuals who share common goals. Great teams can accomplish great things, and leaders with great teams usually are extraordinarily happy and successful. For practice leaders, the ongoing, active pursuit of happiness and success — both for themselves and their team — are essential and worthwhile goals.

One of the best methods a leader can use to ensure team and individual success and happiness is by following a proven, meaningful onboarding process. Many successful leaders consider effective onboarding to be the “secret sauce” to developing top-performing teams. Why is onboarding so critical to team development? Consider these statistics:

  • 69 percent of employees are more likely to stay with a company for three years if they experienced great onboarding (source)
  • Up to 20 percent of employee turnover happens in the first 45 days (source)
  • 58 percent of new employees who went through a structured onboarding program were more likely to be with the organization after three years (source)
  • Organizations with a dedicated onboarding process experience 50 percent greater new-hire retention (source)

To increase your chances of retaining new employees for years to come, follow these five onboarding essentials:

Have a structured onboarding plan. This can be as simple as a checklist of necessary paperwork, specific training topics, trainer assignments, and dates of completion. Organizing a set onboarding checklist in advance of an employee’s first day will ensure nothing slips through the cracks, and it also communicates the employer’s commitment to staff and professionalism.

Create written job descriptions. This is critically important to have available, as it serves as a big-picture view of the role and responsibilities associated with a position. Please note, there are often slight differences between a job description and daily responsibilities. (See below.)

Craft a position playbook. Practices should not only have a job description in place but also a position playbook to ensure all daily duties are understood and performed according to established processes and protocols. A position playbook may have tabs separating key responsibilities, as well as protocols for how to accomplish targeted tasks.

Embrace mentor matching. Making existing staff an active part of a new employee’s integration process can ensure a smooth and culturally rich onboarding experience. Proactive matching of mentors for specific training opportunities provides new employees with institutional knowledge and historic perspective, while affirming existing employees’ value to the organization.

Build a feedback loop. Perhaps most important for any new employee is having clear and consistent communication about expectations and the progress being made toward meeting those expectations. A well-constructed feedback loop encourages everyone to regularly seek the best, most appropriate onboarding and training processes and steps possible. Additionally, course corrections can be made without much angst if strong lines of communication are established and maintained throughout the onboarding process.

Building a strong, long-lasting team is one of the true pleasures of being a leader. The care and attention you invest at the onset of a new hire’s employment will pay dividends of incalculable value in the future.

YOUR TURN: Fill out this self-assessment checklist to gauge how prepared your practice is to successfully onboard new team members.

1 Comment

  • Eric Leclerc said

    I enjoyed your article very much. Proper onboarding is so important and overlooked by most of my clients (medium to small aesthetic clinic owners). For the employee, it provides a good clue on the leadership of the clinic manager and/or owner. HR management can't be successful without proper leadership training. The two are inseparable.

Add a Comment