Make Your Onboarding Stick

Few things are more frustrating than pouring time and energy into hiring, only to watch your new team member walk out the door. When turnover is high, especially with new hires, it’s more than just inconvenient, it’s a costly, culture-draining problem. That’s why retention isn’t just important; it’s essential. Ultimately, 50% of retention comes down to your onboarding process, so when you get that component right, it makes a huge difference! A successful onboarding process leads to loyalty, trust, and long-term retention, instead of the confusion, frustration, and turnover you’ll find in practices that aren’t nailing this step. Instead of waterboarding your new hires with paperwork, onboard them the right way!

Start with Purpose

Whenever a new team member comes onboard, they’re overwhelmed with questions. What are the company’s purpose and values? What’s their culture like, and how do I integrate into that? Where is the company going? When you lead with your Core Values and Purpose, however, you can answer those questions before they’re even asked. 

To facilitate this process, I recommend using our 3-3-3 Onboarding Tool. The first step is to learn about the practice over the first three days, which helps connect the new hire to the practice and its culture right away. We all want to feel like we belong somewhere, so instead of spending the first three days filling out forms and reading policy manuals alone, connect your new hires with your culture from day one. 

Set Clear Expectations and Build Confidence

Once you’ve shown that the new hire belongs here by onboarding the purpose and values component, the next step is to show what they’re going to do, and that means setting clear expectations for their role. Expectations are crucial, because like Kirk says, “The only time we run into conflict is when expectations and reality aren’t met.” 

Once again, the 3-3-3 Onboarding Tool will make this a breeze, as it will clearly outline attainable targets for the team member in the first three days, three weeks, and three months. This strategy enables the team member to achieve small wins early on, which builds their confidence to take on bigger challenges down the road. You should never expect a new hire to “figure it out” or “get it” on their own—that’s a mindset that will surely lead to problems. Instead, focus on helping them understand your expectations so they can grow and develop instead of merely surviving.

Create Belonging and Ownership

People want to stay where they feel like they belong, and when you fulfill this need, you’re going to drastically reduce your turnover. By starting with your culture and giving them a clear roadmap to success, you’re giving them a head start on this feeling of belonging. They must feel welcomed, and when you do this by confidently introducing them to the practice, their fellow team members, and their patients, you’re showing them that they have a place on your team. When you do this well, new team members will feel confident enough to contribute their opinions and truly start owning their role. Remember, early inclusion leads to long-term retention, and by making them belong, you’re ensuring they give their best to the practice. 

One of the mistakes I see people make is approaching onboarding with the mindset that it should be efficient above all else. But onboarding isn’t just about efficiency—it’s about humanity and showing your new hire that they’re valued and you’re invested in their success. A successfully onboarded team member feels like they’re a part of something bigger: they’re confident, productive, and proud ambassadors of your brand, which will help the practice exponentially in the long-term.

To learn more about ACT and how we can help you build a Better Practice and a Better Life, reach out to Courtney!

Tune in next time and learn how to create partnerships that are truly aligned!