Prepare For Landing: How to Conduct an In-Person Onboarding

Carlos is a project manager in Madrid, Spain.

  Talent Management  

A lot has been written about the onboarding process, but so many articles are written by personnel from the talent management area—and very few from the team's point of view (either project or service managers). I have found even less information from the viewpoint of the new collaborator, for whom incorporation tends to be a major source of uncertainty—and often anxiety.

There is a tendency to think that the process of incorporating a new employee is a short one—one that is carried out exclusively on the day of the welcome, or that may last a maximum of one week (or occasionally in some organizations, extend until the end of the trial period). However, this usually depends on the position, the interested party and especially on the means the company uses to achieve the objective—to ensure that the new employee generates value for the company, within the cultural environment that the company offers.

Most companies are aware of the economic cost of failing to maintain a new employee. This cost goes beyond that associated with recruitment. It implies expenses in equipment, location and training time of the new staff member.

There is also a non-economic cost. Each employee is a representative of the company, even as a newcomer. The incorporation process is the first point of contact that they have within the company. Most of us remember this …

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