Onboarding & induction | Page 6 (71 items)

When the budget for running staff surveys is tight, employers need to focus on where they can get reliable answers fastest, says Retention Partners director Lisa Halloran.

Employers that want to access top talent fast and develop leadership skills among existing employees should consider implementing an intern program, says Ernst & Young managing partner and people leader Lynn Kraus.

Internally promoted CEOs face a transition period that is "incredibly fraught with risk and peril", says leadership expert Stephen Miles.

Whether a personal handover between an outgoing employee and their replacement will help or hinder a business comes down to the question of trust, says Right Management talent management practice leader Rosemarie Dentesano.

The key to taking your graduate program to "a whole other level" could be as simple encouraging managers and graduates to grab a coffee together, says Development Beyond Learning director Josh Mackenzie.

Employers should take advantage of probation periods to actively manage and assess the performance of new employees, says Freehills workplace relations lawyer Shivchand Jhinku.

Employers whose graduate induction programs are little more than a one-off "information dump" miss an important opportunity to engage new employees from day one, says Development Beyond Learning director Josh Mackenzie.

Employers need to stop viewing engagement as "being nice" and start to see it as a way to genuinely drive commercial returns, says RedBalloon CEO and founder, Naomi Simson.

The economic recovery will hit employers "like a tsunami", says human capital consultant Anthony Sork. Employers acting too late to stop the exodus of their workers must focus on attaching and on-boarding their replacement recruits.

Most employers are forced from time to time to slow hiring, freeze headcounts or make layoffs, but "mature-class" organisations never stop nurturing their talent pools, according to HR analysts.