Retention Success with a Comprehensive Onboarding Plan

With the “Great Resignation” and now “Quiet Quitting”, employers are concerned and realize there is a real need to look for ways to retain the best talent. Truth is that employees who leave within the first 90 days of employment list the reasons as being frustrated with their supervisors for lack of training and attention to their needs as new hires, they do not understand the organizational culture, or simply do not feel they “fit” with the team and do not feel welcomed. Investing in a comprehensive new hire onboarding plan will decrease the chances of that new employee “jumping ship” in the early stages of employment significantly. On 2022, the cost of turnover has been between 50%-67% of that position's annual salary. An effective countermeasure would include a new hire onboarding strategy with a 30-60-90-day plan.

Elements of a 30-60-90-Day Onboarding Plan:

A. Objectives for each month:

1. 30 Day – Learning company culture (vision, vision, and core values), systems, and team members

2. 60 Day – Adding value to the organization, contributing to the team

3. 90 Day – Executing, working independently, and utilizing the materials learned

B. Priorities for each month – create SMART goals (specific, measurable, achievable, relevant, and time-bound)

C. Success metrics – it helps visualize what success looks like and how to get to these goals

Logistics of a 30-60-90-Day Onboarding Plan:

A. Set realistic expectations – remember that there’s only so much that a new hire can do with past experiences or education. Learning is also an important part of the new hire experience, and it does not help the new hire or the organization to be overwhelmed.

B. Be SMART in setting goals – avoid being general when setting these expectations, remember what SMART stands for: specific, measurable, achievable, relevant, and time-bound

C. Buddy system – assign your top performer to help the new hire navigate through the organization’s systems and practices, and create relationships with other departments

D. Schedule regular check-ins – as a supervisor/manager, create a relationship of open communication with your new hire. Discuss on a weekly basis the goals that had been established. Ask the employee what worked and what he/she had difficulty with and set new goals for the following week withing the monthly goals.

Once your new hire reaches the 90-day mark, discuss with your employee any future plans within the organization and any

professional development opportunities. Don’t stop at the 90th day! Keep regular communication with all your employees to ensure that their needs are met.