Just because they’re already familiar with company processes doesn’t mean they won't benefit from on-boarding, says one HR leader.
Experts have said that promoting from within the company is one way to keep staff motivated and engaged.
But the promotions or job changes within the company should still come with an orientation, argued one HR professional.
“Whether you are a new hire or an existing employee changing jobs, starting a new role is often uncomfortable,” said Lisa Stirling, chief people officer and executive vice president of Ceridian, at Harvard Business Review.
“Meeting new people, learning new processes, and adjusting to new expectations can be challenging.”
She added that while most companies recognise the value of proper onboarding with new hires, they tend to neglect extending the same practice to existing employees “who have developed their skills and changed jobs within the organisation”.
“Transitioning employees are too often left to ‘sink or swim,’” she said.
Stirling suggested “re-hiring” existing employees by reaffirming the reasons why they were hired for the new role and determining their career expectations and job alignment. She said that this should take place at every stage of an employee’s career.
“After an employee transitions into a new role, the manager must take time to get to know them and understand their strengths, successes, and development needs. In the first few months, check-ins should be frequent,” she said.
Managers should also help internal hires connect with their new team by holding celebratory lunches or through other team-building activities, she said.
“Managers should facilitate introductory meetings, provide guidance on how team members can expect to collaborate, and designate a partner or ‘buddy’ to field unanticipated questions and assist with a smooth transition,” she added.
“When an employee becomes a people manager for the first time, they experience an expansion in responsibility, a broader span of control, and new types of accountability,” she said.
“This requires education and training through their promotion.”
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But the promotions or job changes within the company should still come with an orientation, argued one HR professional.
“Whether you are a new hire or an existing employee changing jobs, starting a new role is often uncomfortable,” said Lisa Stirling, chief people officer and executive vice president of Ceridian, at Harvard Business Review.
“Meeting new people, learning new processes, and adjusting to new expectations can be challenging.”
She added that while most companies recognise the value of proper onboarding with new hires, they tend to neglect extending the same practice to existing employees “who have developed their skills and changed jobs within the organisation”.
“Transitioning employees are too often left to ‘sink or swim,’” she said.
Stirling suggested “re-hiring” existing employees by reaffirming the reasons why they were hired for the new role and determining their career expectations and job alignment. She said that this should take place at every stage of an employee’s career.
“After an employee transitions into a new role, the manager must take time to get to know them and understand their strengths, successes, and development needs. In the first few months, check-ins should be frequent,” she said.
Managers should also help internal hires connect with their new team by holding celebratory lunches or through other team-building activities, she said.
“Managers should facilitate introductory meetings, provide guidance on how team members can expect to collaborate, and designate a partner or ‘buddy’ to field unanticipated questions and assist with a smooth transition,” she added.
“When an employee becomes a people manager for the first time, they experience an expansion in responsibility, a broader span of control, and new types of accountability,” she said.
“This requires education and training through their promotion.”
Recent stories:
How the art of storytelling applies to HR
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