Your guide for successful onboarding and offboarding
If you have been a manager for a long time, you have probably already hired a few employees or let them move on.
Author: Martina Miciecki, Mentoring Team Switzerland
“In technical jargon, these processes are called onboarding and offboarding, i.e. “getting on board” and “getting off board”. And that’s exactly what it’s all about: How do you get employees on board so that they can quickly find their way around and feel comfortable? And how do you manage a separation that goes smoothly?
This works best with professional on- and offboarding processes.
Onboarding: This is how you can successfully train your new employees
Perfect onboarding ensures that your new hire quickly integrates and feels comfortable. In this way, you create the basis for ensuring that the employee does not leave during the probationary period.
- A successful start: Onboarding begins before the first day of work. After signing the contract, invite your new colleague to take a tour, introduce the team and provide insights into the corporate culture. You should use the time until the first day of work to prepare everything he/she needs: workplace, access, relevant documents and a warm welcome.
- On the first day: Greet your new employee personally, ensure a prepared workplace and introduce the sponsor or buddy who will be available to answer any questions. A well-structured induction plan helps both sides keep track of the first days and weeks.
- Afterwards, stay in regular contact to identify any uncertainty or dissatisfaction at an early stage, but also to clarify questions and give feedback.
Offboarding: Execute the exit professionally
Did you know that around 70% of former employees still have access to internal company documents? A well-thought-out offboarding process minimizes risks and maintains the positive image of your company.
The last impression counts: professional offboarding begins with termination and ends on the last working day. Use the time to complete administrative tasks (certificate), organize the handover (succession planning) and clarify open issues (pending issues, unfinished projects). Schedule an exit interview and ensure that all provided materials are returned and access rights are deactivated by the last day.
Say goodbye with appreciation and in style: Even if the separation is difficult or you don’t part on good terms, communication remains essential. At the end, thank you for your cooperation and create a positive final impression. An official farewell or a shared drink leaves lasting memories.”
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