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Recruiting the right employees and onboarding them so they stay are two of the biggest challenges organizations face today.  This is especially true as Great Resignation shows no sign of slowing down. Something’s gotta give and we think it’s on the organization to step up and lead the way. 

So, what do we mean by the “right” employee? It means they need to be able to check the following boxes. 

  • They are a good fit for your company culture  
  • They are aligned with your company values & mission  
  • They are willing to do what it takes to be part of a high performing team 

All are important considerations as you bring new people into the fold. 

The hiring process is a tricky one, though, because sometimes the best candidate may not be the right candidate. And sometimes the interviewer just makes the wrong choice. Maybe they allowed the resume and hard skills to sell them, or they got caught up in the story the interviewee told. Whatever the case, some candidates make it past the gate, only to crash and burn a few months later. This wastes time and money. Instead, organizations should be putting together a recruiting and onboarding plan to find the right people for the job and keep them. At Brilliant People, we believe there are some key steps to getting this piece right. You want new hires that are in it to win it for the long haul. 

Need a Culture Evolution? 

You might be in an organization who is doing alright, but there might be a few areas where it could improve. If so, an “evolution” is all it needs. Or you might work in an organization that needs a full culture “revolution.” If that’s the case, the job at hand may be a little more daunting but can be accomplished, nonetheless.  

Start by taking an honest look at where your company stands on the evolution/revolution meter. Asking these questions is a great place to start. 

  • Is this an organization who builds trust with their employees, makes sure everyone feels a sense of belonging, has excellent communication standards, as well as transparency?   
  • What type of culture do you want to build?  

You’ve probably heard the saying ‘culture eats strategy for breakfast’, and it’s true! Poor workplace culture is a breeding ground for gossip, discontent, conflict, disengagement, and voluntary attrition.  In fact, 86% of job seekers avoid companies with a bad reputation.  New hires who realize after the fact that the culture is bad, will leave. These early exits cost companies 6-9 months of the person’s salary. How many times can your company afford to make the wrong choice? 

Don’t Believe the Hype 

Let’s be honest. We’ve all likely experienced an embellished resume, whether our own, or someone we were considering for a position. The reality is that you must learn to look beyond the resume. It rarely tells the whole story.  

There are very easy ways to get the information you need by just taking the time in the interview to find out what makes the candidate tick. Finding out what motivates them, what their priorities are, whether they have hobbies, or a family or even play sports can help you determine whether they’re competitive, perfectionistic, collaborative, helpful, empathetic, etc.  Then take the time to ask about career goals and how they envision this particular job helping them meet those goals. When you allow someone to share about themselves, you’ll see a different side than how people typically show at work, and this is a good thing. These kinds of conversations allow for an opportunity to open up, be real and shift from selling mode to connecting mode. And if the candidate seems too good to be true, they probably are.  

Looking Through a Different Lens 

Diversity in the workplace is important but we aren’t just talking about differences in age, ethnicity, sexual orientation or education levels. It’s also crucial to have diversity of personalities to build high performance teams.  

But of course, people differences trigger people problems. Where personality is concerned, the different personality types view the world and approach it differently. So, looking for team additions that fill a gap is essential. Rather than seeing it as a chore to onboard this person and get them up to speed, look at it as an opportunity to view the world through their lens. You just might find innovation and creativity.   

Make or Break the New Hire Experience 

Having a solid onboarding program is key to a new hire’s success.  Research has shown that the retention rate of new employees can be increased by as much as 40% with a solid onboarding program. They’ve also shown that having a proper system in place allows for a smoother process as new hires ramp up in their role, rather than expecting them to successfully hit the ground running. This almost never happens so here are a few things you can implement to make the onboarding process work for both the new hire and the hiring manager. A robust onboarding program should include a lot more than these ideas but hopefully this gets you thinking about ways to support your newest additions to the team.  

  • Create an onboarding checklist that allows both the manager and new employee to track progress 
  • Designate a timeframe for mile markers: Create a 30-, 60- or 90-day plan that gives the new hire the time needed to get through the various items on the list and gives management the time needed to evaluate their efforts and guide them if they falter 
  • Assign a mentor, possibly even from a cross functional team. This will create an opportunity for the new hire to meet someone in the company they may not have a chance to get to know otherwise. It will also give them access to someone they can go to when feeling stuck or in need of a little guidance that doesn’t warrant going to “the boss.” The mentor can also help chart out developmental goals they can focus on in their first few months at the company. 

An additional thought for implementing an onboarding system is to give your new hire a voice. As we’ve said before, when you allow employees to weigh in on a process or decision, you’ll more often than not get their buy in, so check in at certain points along the way to see how it’s going for them. They may be able to give some insight that helps you tweak the process which might help to make the process and the person more successful. Afterall, the goal is to create an environment in which your new hire will want to stay and being thoughtful about the path may just be the right move in ensuring you’re hiring the right folks and folding them into your organization in the best way possible. 

Map That Plan! 

Mapping a plan for recruiting the right folks and getting them set up for success once they’ve been hired can take some time, but it’ll be worth the effort. Understanding who you are as an organization and what you want the culture to be like is the first step that will lay the groundwork for attracting the “right” people.  

As you go through this process, it should become clear whether your company could benefit from a culture evolution, or a full-on revolution. Either way, this focus will take your organization to the next level, ensuring that when you find the right people, they’ll be more likely to stay. 

Don’t be afraid to get real during the interview process. Yes, it might take more time and energy to really get to know each candidate, but the effort will help you read between the lines and not get lost in the story you’re seeing and/or hearing via their resume or an interview. True colors shine if you just take the time… And, whether those true colors compliment your company dynamics or not, this step is crucial for making the right choice in the hiring process.  

And lastly, once that new hire is in the mix, give them a path to follow that will set them up for success with a super solid onboarding process. They want it and you’ll appreciate the outcome.  

Whether you need a culture EVOLUTION or a full on REVOLUTION, Brilliant People has your back. Call us at 512-423-2384 or find us at and allow us to help you create high performance teams.  

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