With a wide-spread labour shortage and a sea of companies desperate to increase their workforce, a robust onboarding process is one of the greatest tools in an employer’s toolbox for recruiting and retaining talent. The process is a crucial starting point of the relationship between the employee and the employer. Many employers make costly mistakes when it comes to their onboarding process.
Issue #1: Inconsistency
Orientation offers an opportunity to set the tone concerning the HR and safety culture of the company. Workers should see that the employer has a consistent message that all team members receive and must follow when it comes to policies, procedures, safety, responsibilities and expectations. Consistency is key. While there may be different responsibilities for distinct roles, policies, rules and procedures should be consistently enforced amongst all positions. Having different “rules” for different people sets a company on the fast track to a toxic work environment.
Issue #2: Thinking the employee is always the problem
When discussing onboarding, the review is often undeniably one-sided. Many companies rarely look at the orientation from the worker’s perspective. Was information clearly communicated? Was the employer’s representative knowledgeable, patient and engaged in the training? What impression did the company leave on the worker? Workers who get a negative feeling during the first day often have instant regret about changing employers and may immediately begin looking for a new company. It’s imperative that companies view proper onboarding, and training in general, as beneficial, not obligatory.
Issue #3: Too much information
Onboarding often involves a flurry of paperwork and information overload which can make both the employer representative’s and the worker’s eyes glaze over. Break the training process into smaller, more palatable portions. Throwing 20 policies and procedures at someone at once has astonishingly comparable results to providing new workers with barely any information at all. Retention of information is the goal, not the quantity of words.
While there may be different responsibilities for distinct roles, policies, rules and procedures should be consistently enforced amongst all positions.
Issue #4: Poor delivery
The delivery method of material is crucial for a positive and productive orientation. Many people, especially in the trades, are hands-on learners. Throwing hundreds of papers at them will not work. Engage. Switch up delivery methods. While policies may have to simply be read, procedures should involve some sort of demonstration. Bring in fall protection and have them put on a harness. Incorporate an orientation video or slideshow. Break up the learning process. Not everything needs to be learned the first day. If the worker isn’t going to be working at heights anytime soon, discuss the dangers of working below others and emergency procedures; don’t do a deep dive into fall protection and expect the worker to remember everything three months down the road without reviewing the information.
Issue #5: A one-size-fits-all approach
While the core information needs to be consistent and delivered to everyone, the length and depth of the onboarding process needs to be dictated by the employee, not the employer. Young or inexperienced workers and newcomers to Canada should be given a longer opportunity to understand the policies and procedures. In the safety industry, workers 16 to 25 years old, those who are 55 or older, migrant workers and newcomers to Canada are referred to as “vulnerable workers.” These workers tend to remain silent about issues, may be reluctant to ask questions, may not be used to the type of work they are trying to complete, have language barriers or come from places with different safety standards, putting them at a higher risk of injury. More time may be needed to ensure that critical information is provided and understood. Many safety companies and associations now offer some of their courses in languages such as Ukrainian to better assist companies and their workers.
Issue #6: Not verifying competency
Just because someone is provided with information doesn’t mean they understand it. Whether it’s a demonstration of abilities or a test, information retention needs to be checked, not assumed. Workers are often nervous to ask questions once an orientation is done, so it is up to the employer to ensure the worker knows what is required and how to do their job safely.
Young or inexperienced workers and newcomers to Canada should be given a longer opportunity to understand the policies and procedures.
Issue #7: Not engaging the HR and safety departments
There are a lot of crossovers between occupational health and safety (OHS) and HR, and it’s important to know that both roles have equally important, but distinct, functions. HR needs to explain and assist with personal information, wage and payment details, scheduling, policies, roles and expectations, Workers Compensation Board and Return to Work programs, probationary periods and disciplinary action. Safety needs to ensure that workers know applicable legislation, personal protective equipment and operational requirements, emergency response plans, what to do in case of an accident and must test for competency. Many areas overlap, but there is specific information that needs to be provided by both parties.
Issue #8: Thinking the work is over
As with any other relationship, all the hard work of building a positive partnership is quickly nullified with a lack of action and follow through. Workers should feel comfortable continuing the learning process, asking questions and providing input. Safe work procedures, rules and policies need to be followed, and infractions need to be dealt with using the disciplinary action policy. Most employees want disciplinary action enforced. Read that again. Most employees want disciplinary action enforced. Nothing makes employees lose faith in management and a company faster than inconsistent disciplinary action, and poor communication and engagement.
While a solid onboarding program can’t predict or promise a positive collaboration between the worker and employer, a disastrous and disappointing onboarding program can almost guarantee a negative and short-lived employment period. Perhaps Sarah Wetzel, director of HR at engage:BDR put it best: “I truly believe that onboarding is an art. Each new employee brings with them a potential to achieve and succeed. To lose the energy of a new hire through poor onboarding is an opportunity lost.”
Heather Thomas has over 15 years of experience in managing, hiring and onboarding employees. In 2020, after entering the world of OHS, Heather found her new passion. In 2023, Heather took another leap and started Sentinel Safety Services, an OHS consulting company based in southwestern Manitoba. As a National Construction Safety Officer and COR®-certified auditor, Heather helps companies create and maintain their safety program and promote positive safety cultures.
This article originally appeared in Building Rural Manitoba and is reprinted here with permission.