A speaker (Bill Gallagher) discusses onboarding problems at fast-scaling companies: hiring is strong but post–day-one onboarding is often neglected. They propose that hiring managers should create and hand a concrete 'launch plan' to new hires and HR should measure onboarding outcomes after three to four months to close the loop.
I think one of the challenges we see with scale ups, they get talent acquisition rights, they're very good at hiring, they're very good at interviewing, they bring people in. But on day one, after they've got their backpack, their laptop, they've had their induction presentation and that's day one, what happens next? The manager goes off on a business trip for two weeks. They're not present, the person's sitting there, they haven't really connected with the rest of their team, they're not sure what training they need to do. And I kind of felt, well, here's an opportunity to sort of put responsibility with the hiring manager to set the launch plan up properly, put the launch plan with the employee, and then have HR measure that at the end. So after three to four months, that launch plan then sort of goes full circle to HR to measure how did that employee actually onboard. So that's kind of the idea around. You know, when you, when you're scaling fast, don't just focus on acquiring staff or talent and then the induction day, focus on those first three to four months. And I think that's a gap that a lot of companies face at the moment, but.
