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guidance serves as assurance to the new employee that he or she is doing well and is heading in the right direction. It gives an opportunity for the new hire to become confident by hearing what he or she is doing correct, as well as make adjustment if he or she is missing the mark. This feedback should occur at every level of the process and in every unit of the on-boarding program. It does not have to be extensive, just enough to keep the new employee aligned to the end result.

The mentor (or the boss), ought to be the responsible party to provide I.F. (Instant Feedback). Instant feedback is to be understood as an opportunity for the new hire to hear his or her mentor apply knowledge to the assigned responsibilities and provide the whys (the reason and or purpose) behind each task. "This should be done in the spirit of empowering the new hire to take responsibility for his or her own on-boarding experience" (Rees, 2005).

Not only is it important for the mentor to provide I.F. to the new hire, but also to allow the new employee the opportunities to give feedback to his or her boss or higher-ups. An open channel of communication is crucial during this developmental phase, because it empowers the new employee and assures him or her of belonging and gives the indication that his or her comments are heard. From another angle, this feedback will assist the leader in hearing any frustrations or signs of distress from the new hire.

Reason number 6: Provide the organization with a faster ROI.

Every organization, no matter the size, should invest in an effective employee on-boarding program, which in the long run, will reduce turnover expense. A successful on-boarding program should reduce the learning curve of a new hire, and thus shorten the ROI (Return on Investment). The earlier the ROI can be satisfied the less of a risk the new hire is to the organization. But how can this concept be trusted when "our experience shows that, on average, corporations deliver only 60 percent of the financial performance their strategies promise" (Sayle & Kumar, 2006, p. 17).

The solution lies in ensuring that the on-boarding program focuses on people rather than on process. The on-boarding program must engage the new hire in such a way that he or she is experiencing a burning desire to become a contributing member of the team. The quicker this is accomplished the faster the ROI is satisfied. "When employees are intrinsically motivated by their work and engaged in the company goals, the outcome is accelerated success" (Sayle & Kumar, 2006, p. 19).

As delineated in this article, an effective on-boarding program can save your organization thousands of dollars while ensuring a stronger and more solid workforce. Creating an effective on-boarding program will not only impact your bottom line, but it will also provide your new hires with a great first impression. Providing early guidance and training will solidify the employer-employee relationship and create an effective solution to reducing employee turnover.

Learn more about this author, Joshua Padron.
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