MBA1549 4 Simple Tips To Improve Your New Hire On-Boarding

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Hey O welcome to the $100 RMBA show, the business podcast that always got your back every day with our daily 10 minute business lessons for the real world. I'm your host, your coach, your teacher Omar's at home. I'm also the co founder of the Hundred Dollar mba, a complete business training and community online. And in today's lesson you will learn four simple tips to improve your new hire onboarding. When a new team member joins your team, whether you have a small team or a large one, it's a critical moment. You want to make sure that they are welcomed, they're excited to join your team and do their best work and hit the ground running. You want to make sure that they're ramped up and they can actually get started on their area of expertise. They can actually do what you hired them to do as fast as possible. So how do you get them up to speed and get them onboarded with minimal effort from your side of things? Well, it's all about preparation. It's all about making sure you standardize things and have things ready for your new teammates. And in today's lesson I'm going to outline four things that we did in our company that has really helped our new hires and really got them onboarded as quickly as possible. This took a Bit of work, but it's an investment that we can use over and over again every time we make a new hire. So let's get into the details, let's get into it, let's get down to business. Whether you have a team of one, which is just you and you're making your first hire, or you're hiring your 50th employee, having a system in place allows you to to scale the hiring process so that when somebody joins your team, they're a part of your team and they're ramped up. They understand exactly what they have to do, how to do it, who to ask for help with. Zero confusion. This is gonna allow you to get the most out of your hires, to save you money, to keep turnover down and of course produce better results for your business. So let's get started with tip number one. And this one is pretty fun and simple and it's just called a welcome pack. You wanna set up your new hire for success. You wann you give them something to give them a good impression. A big part of a new hire doing well is that feel welcomed, they feel motivated and it just kind of reconfirms their decision to say yes to working for your business. And a welcome pack is very simple. One of the things that we did in our welcome pack is put together a welcome video which is a montage of welcomes from our team members. And this is simple. You can easily do this. You just ask your current team members, even if it's just you, to shoot a quick 10 second welcome and it's literally just saying, hey, I'm so and so, I do this in the company. Welcome to the team, it's great to have you. And we've put together a montage so that when a new hire gets hired, we can send them an email with a welcome video from the whole team. And it makes them feel like, wow, this is awesome. I'm going to get to meet all these people soon and I'm going to be a part of this awesome team. The second thing you could do is send them some swag, send them a company T shirt, a company mug, something physical in the mail, which is really, really fun. Another tip that I learned from Wistia, which is a really great idea, is to send them a gift card. It could be $50, $100, whatever it is, you can send them a gift card to have dinner on you to celebrate their new job with their family. This is so memorable for a new hire that they will feel so lucky to be a part of Your business. So a welcome pack is a great way to get them started on the right foot. They're like, hey, awesome. I get this swag. I got this cool gift. I got this welcome video. This place is great. Tip number two, a company handbook. Now, a lot of people do not write a company handbook because they really feel like, hey, this is a lot of work. It's going to take me forever to put it together. And that holds them back from actually having a handbook. Well, a couple of years ago, I got to know the founder of GitLab at a conference. Dmitri was speaking on stage, and he shared with the crowd, hey, we have something called a team handbook. One of the first things he said is, don't call it a company handbook. Call it a team handbook, because this can be edited and revised by the team, and it's a working document. Don't see it as something that's set in stone. And I love this idea because this allows you just to get started and to have something in place sooner than later. Even if your handbook's only four or five pages long, that's okay. It can grow, it can be edited, you can add to it later on. And our handbook is literally a handbook written in Google Docs. And people with a webinar ng email will have access to that doc, and they can edit it, they can add comments, and then we can improve it as a team. But putting together a team handbook is super helpful for a new hire, because when they first join, they want to know about, you know, some simple things, like how was a company founded, you know, who does what, like an organizational chart, how do I request leave? What about if I need to call in six? Who do I speak to? Who's my media supervisor? When's payday? Who do I speak to if there's an issue with my pay? Things like that. This is more like HR and like a guidebook of how to really do well. We also have things in our handbook talking about our company culture, about what's acceptable and what's not acceptable in our team, as well as some advice on how to succeed, especially in our team, because we run a remote company and everybody's working from home, and we give some advice when it comes to that as well. So putting together a handbook is a great investment. Again, just get started with it. Call it a team handbook. Make it clear to everybody this is a collaborative effort. And when new hires join, they have something to read before they start their first day. So we send the handbook when they probably give notice to their other job. And they have a chance to kind of review it before their first day of work. Speaking of first day, that leads me to tip number three. One of the best things that we've done is that when somebody joins us, we give them a full week of training. And this is outlined to them. You want to outline their first week so they understand that this is what they're going to do every single day. It's very comforting for a new hire to have a plan to know exactly what's going to happen their first few days. As they get to know people, they're timid, they're shy, they're worried about doing well. So by giving them a day to day plan for the first week, it allows them to focus on getting to know their colleagues, do a good job and just feel comfortable doing. In this new company, we literally just created a Trello board for each department for new hires. And in that Trello board, they have tasks to do every single day for the first week. It could be an orientation meeting, it could be some training they have to do to learn about the product or service. If they're, you know, an engineer, how to set up their local environment so they can be able to start developing. The point of this first week orientation is just to give them a clear cut plan. Okay? Because later on they're going to be autonomous, they're going to be working on projects. We have very autonomous teams because we are a remote team and this is just the way we work. Everybody has ownership over what they have to do. But that first week needs to be as prescriptive as possible just so they feel they have some structure. Once they've passed their first week, they're kind of like comfortable now and they can take on projects and manage their own time and you kind of got everything out of the way. They understand the company, the values, what they have to do, which meetings they have to show up for, setting up their calendar, setting up, you know, their environment, all that kind of stuff. So first week outline for them is hugely helpful.

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All right, tip number four for new hire onboarding, and that's a buddy system. We've implemented a buddy system early on, and it's really helped new hires succeed. And basically what it means is that you pair a new hire with somebody in their same time zone, their same shift, so that they can ask them questions. A designated veteran, somebody that they can just say, hey, where do I get this information? I have a question about that. Somebody who's not their supervisor that can really just help them get used to things and ask questions. We make it clear that, hey, you can ask your buddy as many questions as you like. If you're not asking questions, we get worried your buddy's here to help you. And we understand that when a buddy's on duty that their workload is being impacted by this. So they have different expectations in terms of what they get done while they're mentoring their new hire or their new teammate. I should say a buddy system is fantastic in any department, in any hire. Try to find somebody that can just be their friend, to just be there to answer questions, to settle them in, to give them advice. What we found was interesting is that some of the best buddies are the ones that were the most recent hires. People that maybe have been part of the team for a few months. They can buddy up with a new hire because they remember what it's like to be new and they can give them advice. Hey, if you want to do well, here's some things I did that worked. Here are some things that I would focus on. And all those newbie questions are still kind of fresh in their mind and they have answers for them because they just asked them themselves. It's just a few months ago. A buddy system also allows your new hire to feel like, hey, I'm in good hands. I'm not left alone. Somebody's here to answer my questions if I need it. And I don't feel like I'm going to be judged because this person's not my supervisor. It doesn't seem like, you know, maybe I'm not getting things as fast as I should. I'm not worried about that. So those are my top four tips for onboarding a new hire. Giving them a welcome pack, preparing and giving them a handbook. Giving them their first week completely outlined with the tasks they have to do and what they have to cover every single day. And number four, a buddy system. Thank you so much for listening to the Hundred Dollar MBA show. If you found this episode useful or any of our episodes, let us know in an itunes rating and we read every single review and we love it. It allows us to know what to focus on and what to keep doing and just to hear what you get out of this podcast. Also, by leaving us an itunes rating and review, you enter our weekly random draw we call Free Ride Friday. Just leave us a review and then listen in on Friday to see if you won a free ride to one of our programs. It's that simple. It's our way to say thanks for showing us love on itunes. Before I go, I want to leave you with this. One of the best ways we've improved our onboarding is asking our employees, our existing employees, hey, what was good, what was bad about your experience of joining our team? And you can't be sensitive here. You can't be thin skinned. You have to welcome open feedback because people will say, you know what, I was a little bit lost here. I didn't feel supported here. I had to manage the hard way. And this gives you insights on where you can improve, where you can support new hires better. And this will help your whole company overall. Thank you so much for listening and I'll check you in tomorrow's episode Q and A Wednesday. I'll see you then. Take care. Foreign.

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