In two previous posts, we’ve been discussing the importance of measuring onboarding efforts, as well as some basic steps toward developing a measurement program. Here, we’re going to look at some specific types of both qualitative and quantitative measurements.
Onboarding can either shepherd a new employee into a company, or the lack of onboarding can throw them into a pit. Training your hiring managers on quality onboarding techniques makes all the difference for engagement, retention, and your bottom line.
In a previous post, we discussed the importance of onboarding efforts for setting the stage for an employee’s successful career with an organization, as well as aiding in employee retention. To that end, we made the case for finding ways to measure the effectiveness of your employee onboarding programs.
Onboarding is key to any HR unit. It’s a critical time in an employee’s early development and sets the stage for the rest of his or her time with your organization. Just as with meeting a new person, first impressions matter.
Freelancers now make up 35% of the U.S. workforce, and their numbers are anticipated to rise over the next few years. And more and more companies are beginning to rely on their expertise and labor.
Yesterday’s post covered information that you need to know about immigrants in the U.S. workforce right now. Today’s post will cover what you need to know when onboarding immigrants at your own organization.
Currently, the global cognitive assessment and training market is anticipated to grow at a compound annual growth rate (CAGR) of 32.39% from 2018–2022. So, it’s becoming apparent that many organizations spanning many industries are beginning to see the value of cognitive assessments and how cost-effective they are, especially when recruiting and onboarding new hires.
In a previous post, we discussed some of the challenges inherent in traditional methods of employee assessment, specifically the fact that review of résumés and in-person interviews tend to focus too much on the objective skills of the employee rather than the subjective needs of the organization.
Hiring new employees is expensive. Not only are time and resources spent during the actual search—job postings, interviews, etc.—but also onboarding staff takes time and resources. And, if the new hire doesn’t work out, the costs of turnover also become a factor.
Continuing from yesterday’s post, here are four additional things that you and your organization should do when hiring individuals with disabilities.
In 2017, less than 19% of Americans with a disability were employed. However, with the existing low rates of national unemployment and a job market that’s favorable to jobseekers, more organizations are starting to hire individuals with disabilities. And if your organization is one of them, here are seven things you should do.