Rethinking the onboarding process


Hi friends!

When you think of onboarding, what do you include? Most onboarding protocols include a rushed two week schedule, with a boisterous "welcome to the team!" tossed the way of new hires.

I'm here to encourage you rethink your onboarding norms to build out a 30-90 day onboarding opportunity to cultivate and support your new employee’s path to success.

Proper onboarding isn’t just “here’s the company handbook, good luck!” It’s intentionally creating a supportive period for a new team member to get acclimated to the organizational culture and their duties.

In my latest article, I’ve laid out an action plan to onboard the best fit candidate for your job opening, starting with the job description itself.

​Read the article here!​

You’ll learn:

  • How to spot biased language in your job postings that deters the diverse, talented pool of candidates you’re trying to attract
  • How to use a hiring matrix to ensure equitable interviews for all candidates
  • What to prepare in advance of the new hire’s first day to ensure a smooth start to their new role in the organization
  • How to extend your onboarding process to nurture and support your new hire throughout their probationary period–and why this is crucial to your company culture

This is a must-read for HR professionals, executive leadership, and management at all levels. After you check out the article, come back and hit reply to let me know what most surprised you or what action you’re taking as a result of what you learned. (I love to hear from you!)

​
PS. If you’re more of an auditory learner, there’s a podcast version too!
​

​Unsubscribe · Preferences​

Leaving Well in the Workplace

Your Leaving Well guide to navigating workplace transitions 🧡 I normalize workplace transitions one organization + person at a time. Leaving Well is the art + practice of leaving in the workplace, with intention + joy.

Read more from Leaving Well in the Workplace

We have to come to an agreement that the reality is: People Leave. None of us are still at our first jobs, but we treat workplace transitions as though we've never had practice at leaving. -Naomi Hattaway We CAN add joyful moments to departure work. Human-focused transitions do not have to be difficult, and joy can come from proactive planning (we all know that the success of a big trip is more likely if we planned for said trip, right?). I enjoyed my recent conversation with Kyle S. King...

Katie didn't get to plan her departure. She died suddenly, mid-leadership, no warning. What her team did next, during my interim executive director time with them, wasn't in any succession plan I'd ever written. We put a giant sticky note on the wall and asked one question: what did you love about Katie's leadership? The answers repeated, and themes arose. We named the items that rose to the top: Katie's Way. We then asked the next leader to protect two of those pivotal and memorable...

Nonprofit Founders: I love you and your incredible impact. I also need you to spend some serious time thinking about your departures, especially as it relates to any designs you have about joining the board when you leave. About half of the founders I work with want to join the board after they step down as ED/CEO. About 25% do (against my recommendation), and for the other 75%, the board says no. The "no" might mean there's a short-term, time-limited advisory option instead, or ... the...