All Aboard the Onboarding Train
20 Onboarding Survey Questions for Your New Hires
Finding and recruiting the right kind of talent for your organization takes a certain knack. Perfect matches aren’t made in heaven. They take time and effort. Why isn’t that same attention applicable to onboarding?
According to an article written by Keith Ferazzi for a March 2015 edition of Harvard Business Review, almost a quarter of companies say they don’t bother with formal onboarding programs. That’s a startling revelation given the following U.S. data included in Ferazzi’s report:
- Nearly 33% of new hires look for a new job within their first six months
- Some 23% leave before their first anniversary
- Turnover costs are estimated to range between 100% and 300% of the replaced employee’s salary
- New employees typically take eight months to reach full productivity.
The good news, according to a study by the Wynhurst Group, is employees who go through structured onboarding are 58% more likely to remain with the organization after three years.
TalentMap offers onboarding survey questions and data collection tools to smooth out the transition period and better the “stay-put” odds for new hires and employers alike.
Systematic feedback at 30, 90 and 180 days help organizations spot potential problems before they happen or escalate. Asking new employees for their insights, especially in the early weeks and months of their employment, reinforces their value and their employer’s gratitude.
To paraphrase Mark Murphy’s observations based on his company’s study of 20,000 new hires, the immediate benefit of good onboarding is well-adjusted new employees. Down the road, that translates into job satisfaction, higher performance, lower stress and organizational commitment. On the flip side, organizational benefits manifest at the bottom line, most visibly in improved retention, reduced time to productivity, and better customer satisfaction.
Below are sample onboarding survey questions to (hopefully) stimulate dialogue within the 25% self-identified organizations lacking a formal post-recruitment program. Those organizations ahead of the game may find a few golden nuggets too.
- During the interview process, I was asked questions that were relevant to the role offered.
- During the interview, I was able to communicate information about my relevant skills, experience, and career goals.
- The job description explained during the recruitment process was honest and accurate.
Of note: if a job description is overstated top talent will walk, conversely if understated, departures are hastened by unrealistic (overwhelming) expectations.
- I received helpful organization history, product, and service information at Orientation.
- I found the Orientation program interesting and interactive.
- Overall, I have been given enough training to do my job well.
- Were any topics not covered in Orientation that you think should be included?
- What is the most important information a new employee should receive?
- I regularly receive useful feedback from my manager about my performance and progress.
- My immediate manager effectively communicates business unit goals and objectives to me.
- My manager is supportive of my development and work.
- I have been given an overview of how to manage my performance and career.
- I understand how my work will be measured or evaluated.
- I have the tools needed to do my job well.
- The workload required of me is achievable.
- I am able to manage my responsibilities at both work and home.
- I have a clear understanding of my objectives and tasks and what I am expected to accomplish.
- I have supportive co-workers.
- I believe my ideas are valued.
- I feel welcome and part of the team.
- I understand my organization’s goals.
- I understand how my role contributes to the organization’s goals.
Looking to improve your employee onboarding and exit strategies?
Book a discovery call with a TalentMap consultant