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7 Things You Need to Know Before Onboarding New Employees

Any business which grows large enough will need to start thinking about how they introduce their hires to the ways they work. Many companies assume ...
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Why You Shouldn’t Always Treat Candidates like Customers

There has always been deluge of advice asking employers to treat their candidates like customers. In order to make a great candidate want to work at your company, you need to cater to their needs, make sure they feel special and offer them things like benefits, perks, and higher pay that your competitors don’t. It’s sound advice, for the most part, but as it turns out, following the “treat candidates like customers” point of view doesn’t always work.
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Maslow’s Hierarchy of (Work): Discover Professional Development

Maslow’s Hierarchy of Needs establishes a hierarchy of basic human needs. Formatted like the food pyramid, the table distinguishes fundamental means of survival from the more sophisticated incorporeal necessities. The same concept is applicable to the workplace. What does your team need to survive in the office and what do they want? These are two very distinct assertations for your workforce.
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Organizational Values from Onboarding to Walking Out the Door

New employees can bring a slew of new ideas to the table. Integrating the best of these ideas into the company’s processes can only happen after the new employee fully understands the culture and values within the organization. Everything from onboarding new employees to 360 performance reviews should have an underlying theme of team alignment and tie in company values. It’s a cyclical, give-and-take relationship. Employees must understand their place in the organization in order to help the organization move toward its goals; and the organization must understand the motivations and strengths of the employee in order to help them assimilate to the team or department. Employee loyalty thrives when workers understand their place in organizational goals and how they play a part in company values. So what tools does your organization need to maintain values and team alignment from the onboarding process to the time they cycle out of the company? Onboarding
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Nobody Puts Onboarding in a Corner

Within the first six months of a new job, 86% of employees decide whether they’d like to stay or search for a different job. Aberdeen Group finds that an additional 69% of new employees are likely to maintain a job for at least three years if the HR, managers and IT crews perform welcoming employee onboarding.  
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Onboarding Pain Points for New Employees

In our work with many client companies, we have found that onboarding is often put on the back burner. Too many leaders believe onboarding is such a low impact function that it gets neglected. No one is really in charge of the process and employers have no clue how harmful this can be to their employer brand.
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A Clear View of the Talent Lifecycle: Onboarding [Part 3]

  There are two main components in all successful onboarding programs. On one hand, you have the acculturation of the new employee – the human side of onboarding. The other component is the paperwork and compliance side of onboarding. Both are vital, and both require the right tools to maximize efficiency.
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