In my experiences with training, I found that when managers and peers are more involved with your onboarding, the process is more successful. In high school, I was trained for a position at Walgreens, where I was trained in less than 2 weeks. Although my work was intuitive, I felt like I wasn’t very involved within the company, which affected my enthusiasm. In “Your New Hires Won’t Succeed Unless You Onboard Them Properly” this is a major point made for the success of new hires. Effective onboarding programs have the dual purpose of supporting both new
employees and hiring managers through socialization and professional support (Ellis et al., 2017). By not having much support from my manager, I found myself less engaged with my work. A work around this situation can be offering more guidance and mentorship to newhires.
An opposite experience was my first summer internship for a construction company. I was provided a mentor who guided me through daily tasks and provided the necessary information to keep up during office meetings. Additionally, he introduced me to other workers in the office, where I was able to create more connections around the workplace. I found myself wanting to try more and heightened my enthusiasm by a mile. In “The making of a UPS driver” when you walk in here, you can feel it. We all realize we’re part of something bigger than ourselves, and I think that crosses generations. It speaks to everybody. A hands-on approach (Hira, 2007). Managers should be thinking about onboarding before the new hire’s first day. Having a solid plan is crucial for the success of newcomers.
References:
Ellis, A. M., Nifadkar, S. S., Bauer, T. N., & Erdogan, B. (2017, June 20). Your new hires won’t succeed unless you onboard them properly. Harvard Business Review. https://hbr.org/2017/06/your-new-hires-wont-succeed-unless-you-onboard-them-properly
Hira, N. A. (2007, November 7). The making of a UPS driver. Fortune. https://money.cnn.com/2007/10/30/magazines/fortune/ups_driver.fortune/index.htm