Hiring, onboarding, and orienting go hand in hand as they share the same objective and build upon each other. From the interview process itself, you orient potential employees towards a shared purpose. It is the moment when new employees decide to engage in culture, mission, or whatever we are trying to accomplish.
The hiring process and orientation are all about the employee experience, even before they come in. Today, it is not about merely getting a job as a means of livelihood. Candidates seek out opportunities that align with their interests & passions, be it technical, functional, cultural, or aspirational. From a hiring and orienting standpoint, our goal is to create a great experience by giving them a complete picture.
Conveying Purpose
We have to convey the purpose of the company and what a person might bring in. Providing a bigger picture of the company’s objectives & showing connections of how the role lends itself to the purpose becomes key. By partnering with them, we can orient them towards problem-solving early on. If you paint an overly rosy picture early on and it cannot be translated or demonstrated by anyone, it may impact the credibility
For example, if we were to talk about a certain aspect of the culture, we can demonstrate our priorities and core values in our interview discussions, follow-ups & decisions. This provides people with clarity of purpose and thought. Displaying our evolution and thought process provides a degree of honesty that helps candidates make the right decision even when desires do not fully match up.
Show That You Care
Employees and candidates can be made to feel valued at each of these stages through a high-touch approach to build trust and rapport. Seeking out their inputs right from scheduling the discussions and encouraging efforts are small ways to show that you care. Provide them with choices so that they know their individual preferences, personality, and individuality are valued. With an inclusive culture, we show them that they are accepted the way they are.
The interview itself should be a more personal, two-way conversation where the candidate gets to decide, instead of a series of rapid-fire questions. This applies at all levels, with the hiring process more of a dialogue where candidates can express themselves. Some multinationals even engage in a top-down approach where higher-ups engage with candidates of any level to discuss technical or business problems and seek solutions or suggestions.
Knowledge Sharing
When a new employee comes on board, they need to learn about the organisation and business. If employees are given a free hand in leading a 90-day plan, they can go about figuring out the ecosystem, stakeholders and come up with a more personalised and suited plan on their own. This approach helps them find success and engages them in the entire process.
You can shape it with inputs by informing them of the best people to approach in any given situation and what modes of communication are most effective. They can turn to selected buddies and mentors who act as ambassadors by demonstrating the company’s culture and ecosystem. This provides employees with a model of a successful employee who is thriving in the environment and can guide them along the way.
People Make the Difference
If a candidate has to choose between a company with a strong brand and a company with people that demonstrate the qualities they are looking for, they invariably choose the latter. At the end of the day, it is the people who carry the brand and as a recruiter, communication is the winner.
The way we engage with candidates demonstrates the values of the company and brand. Even when deciding not to select a candidate, an effectively closed loop and transparent communication makes for a positive hiring experience, if not a happy hire. It is up to the interviewers or leaders to demonstrate brand values. After all, the people you hire, train, and orient become the frontline soldiers who demonstrate the values of your brand.
Begin on the Right Foot
At the end of the day, a career is a journey and people often join companies for that experience. Instead of thinking of an interview as winning a game, it helps to think about it as the beginning of that journey.
Communicating authentically is sometimes more important than the need to impress. Your words and actions should align with the values you stand for. Some companies require their employees to be courageous or agile, while others are more process-oriented. Engage them as early as possible so that they have a more complete picture and feel associated with the purpose. Once they begin to feel oriented, they better understand the company, its expectations, and the direction it is heading in.
