iCIMS Hire Expectations™

Today's blog post is brought to you by iCIMS Talent Development Manager, Christina Helm!

I clearly remember where I was, what I was doing, and who I was with when I got the call from iCIMS about the role that I now hold at iCIMS.  I had invested months of precious time and energy researching the company and talking with people about the job, and I worked hard to prove I was worthy!  Both my hiring manager and I were excited. I couldn’t wait to start!

After I signed my offer letter, I received a welcome message from iCIMS Talent Acquisition Team Lead. In the message, he said he was very excited for me to start and was looking forward to meeting me.  The friendly message was accompanied by links to iCIMS New Hire Onboarding Portal. The Portal containing more information about the company and all the required onboarding paperwork, such as W4 and I-9.Years ago, this onboarding paperwork would have taken the entire first day on the job to complete. It is amazing how technology has improved this process.  Before I even started new employee orientation, I was “engaged.” I completed the onboard paperwork in record time, I learned a more about the company, and even made a new friend!  

Recent studies show that engaging employees during onboarding helps the new hire get up to speed faster and be more productive from day one. Furthermore, engaged employees tend to stay at a company longer.  Unfortunately, studies also show that few employees are actually engaged at work.  Most likely, these people are spending work hours looking for another job. With all the research and talk about employee engagement, I got to thinking about all the reasons people leave their jobs.  

When it comes down to it, retention and engagement are mainly about emotional and/or psychological connections the employee develops with the company and its products, the work the employee does, and the employee’s coworkers, including the boss.  Linking engagement and retention to emotional and psychological connections may sound rather challenging, but it’s not. Actually, as you read on, you will see that it is the little things that help new hires develop deep connections. 

The Hiring Manager and the Talent/HR team are responsible for ensuring that employees begin developing connections from day one. Developing connections early on will help to ensure that employees stay connected.  Here are a few ideas the talent team and hiring managers can implement to build new hire’s connections to the company: 

Roll out the Red Carpet

On my first day at my very first real job, my desk was all set up with a stapler, pens, pads, etc., but the best part was the vase full of flowers with a personalized note from my boss. (Connection to my boss, check.) If you not the flower type, there are other ways for a manager to connect with the new hire.  For example, before the new hire starts, send an email to the new hire and the current employees with whom the new hire will be working introducing the new hire, explaining the new hire’s role within the company. Encourage the current employees to reply welcoming the new hire.  When the new hire meets the current employees in person, they will already have established a connection. The manager may also consider invite a few close coworkers out to lunch with the new hire during the first week to facilitate interaction.

Tell a Story

Employees want to connect with the organization’s culture.  They want to be able to tell their friends all about their “work family.” Part of that connection comes from learning the company’s history.  For example, years ago when I started at Chase Manhattan Bank, we learned that the company’s founder, Aaron Burr, started the bank in 1799 to compete with another bank that was run by Alexander Hamilton.  The two were fierce political rivals and Burr ending up killing Hamilton in a duel.  The gun that Burr used was actually on display in the corporate headquarters!  Not every company has such dramatic beginnings, but every company got its start somehow!  iCIMS CEO, Colin Day, personally tells new hires the story of how he founded the company, and they all say it’s the best part of the whole orientation. (Connection to my company, check.)

Tell them how they fit in

In order to feel like our work is meaningful, many of us need to see how our efforts contribute to the overall success of the company.  When we are starting a new job, we naturally want to put our best foot forward and prove that we were the right choice. Sharing the overall strategy of the company and discussing how your department contributes to the success is a great way to open the dialogue about the importance of the individual’s role to the organization.  Reiterate the key objectives and priorities of the person’s job.  Schedule a meeting specifically to provide the opportunity to clarify the organizational vision as well as the hiring manager’s expectations for performance. (Connection to my role, check.)

As you can see, there are countless opportunities to connect at all stages of the employee’s experience. These recommendations are not expensive or difficult, but they help to engage the employee early in their employment. You must make connecting with employees a priority. If you connections a priority, you will be able to enjoy the successes of a fully engaged team.  

Most people accept annual performance reviews as a fact of work life, but what if it makes more sense to do away with performance reviews, entirely?  One expert on the subject, a UCLA business professor, thinks we should do just that.

According to this article from NPR, one Samuel Culbert believes that “[annual job reviews are] dishonest and fraudulent” and “just plain bad management.”  He says in his interview with NPR that periodic reviews do not help the employee or the company to improve, possibly because there is too much at stake.  In general, Culbert says, employees will just try to focus on their successes, but the “charade” doesn’t end there.  Management participates in the charade, according to Culbert, by having already decided what to pay an employee and guiding the review to that pre-determined end.

The main point of Professor Culbert’s argument is that when you define the metrics by which an employee will be rewarded, that is all he or she will care about.  Furthermore the metric that counts most may turn out to be the boss’ opinion, so the employee is going to do what will win the boss over or tie specifically into their metrics, rather than driving results that really matter to the business as a whole.

Perhaps I missed something, but I think that the professor is ignoring the legal necessity for documented performance reviews. Let’s face it: some people need to be fired! Whether it’s for the good of the company or the cohesion of a team or whatever, performance reviews define a process for companies to document issues with troublesome employees.  Without that documentation, companies open themselves up to unlawful dismissal and other lawsuits at a time and in a nation where we are already litigious enough.

Performance reviews can be painful for both managers and employees, but they are necessary. They provide a framework which we, as employees, can follow—for better or for worse. They provide companies with necessary legal protection from unsavory employees, create a venue for managers and employees to openly discuss issues, and define goals and targets for the future which everyone signs off on.  What’s so wrong with that?

It’s mid-year review time now, so let us know how you feel! Tweet your opinion @iCIMS or comment below.  If you’re interested in knowing how iCIMS can help you with your performance management needs, view the Employee Management demo available in our Demo Center.

Once upon a time, I found myself facing the inevitable.  I was leaving University to enter the workforce, but not the one you are thinking.  I was five months away from relocating to Tokyo, Japan to teach English at a private company.  As I got in my car, I waved goodbye to my Alma Mater and rode off into the sunset, and by sunset, I mean New Jersey.

Following my return home, I was often bombarded with two questions: "Why five months, Karen?” and “Is the Company not really that interested in you??"  Even after the 10th time, I would laugh off the questions with a smile, and would remind them of their own personal onboarding experiences.  There's a lot of paperwork!  Ok, so maybe five months is a bit longer than your average company, but we are talking international here.  Salary agreements, tax forms, compliance documents, visa requirements, and the list goes on. 

And so it began.  I received a large packet of HR documents in the mail that were to be filled-out, signed and mailed back to Japan.  Staring at the huge pile of papers, I sighed, and got to work. Referencing online sources to ensure accuracy, I completed the forms, made copies for my records, and got them in the mail after a few days. Feeling a sense of relief, I continued on with my life. That is until three weeks later when another package arrived from my company in Japan.  The letter read as follows, "Dear Ms. Bucks:  We kindly ask that you fill out the forms included in this package. Sincerely," the HR Department.  Some of the forms were exactly the same. But with zero reason to question their process, I spent another weekend filling out the enclosed forms, making copies, and sending them back. Little did I know, this was only the beginning of the organizational inefficiencies I would soon experience.

It was time!  I was about to move to Japan.  I stuffed my suitcase to the legal limit and boarded the plane.  And what a fantastic job it was.  I loved my coworkers.  I loved my students.  There was just one thing I disliked: their hr processes.  How unbelievably frustrating!  From an employee standpoint, the onboarding program and employee performance management system were not structured.  Employee appraisals were erratic in schedule and worker feedback often was irrelevant or too general.  Without examples and specific advice, how was I supposed to know what I was doing right?  I believe I did improve during my time there, but did I really do my best?  I suppose I will never know.  Anyway, I returned to the U.S. after a year and a half.  I often wonder, if I had received more feedback, would I have stayed longer?

According to Bruce Pfau and Ira Kay, authors of The Human Capital Edge, people need structured performance recognition and feedback.  Helping them overcome their weaknesses can improve their disposition towards their work and ultimately towards the company.  And, I 100% agree. Superior onboarding and performance managament systems are extremely important to employee retention.  If not given the right tools, such as organized trainings and detailed performance appraisals, positions become static and, for lack of a better word, boring.  If given the right tools, employees have the opportunity to learn how to grow, improve and succeed.

There are three questions I’d like you to ask yourself. One, have you and your coworkers improved since your hire dates? Two, if yes, how has your company helped you all do that? And, three, are you happy doing what you are doing?  If you are unable to answer these questions with confidence, take a look at your company's onboarding process and performance evaluation tools. The first step to answering positive to those questions is to improve the employee experience!