In the customer contact business, we onboard a lot of people, all of the time. Your onboarding process should be a well-oiled, well-designed, well-executed, value-add machine. Is it?
For too many companies, the onboarding process begins with new hire orientation, and ends there as well. The new agent is thrown into the training process and onto the production floor with no continuity, and no sense that they are cared for by the organization or their direct leaders. So they do not care in return, which leads to poor performance and high levels of attrition.
Strategic Onboarding is the process of integrating new employees into the organization, preparing them to succeed at their job, and to become fully engaged, high-performing members of the organization. A great overview on Why Onboarding Matters was published by Eric Berg.
It is emphatically not new hire orientation. Some of the most common mistakes made during onboarding include:
Strategic onboarding works when it significantly reduces the new employee’s “Denial to Acceptance” curve, and accelerates integration of the employee into the organization. The new agent moves quickly from nervousness and lack of confidence on day one to being an independently productive agent, typically in less than the standard 90-day expected time frame.
What steps are involved in a Strategic Onboarding process? Typically it can be thought of as three phases: Align, Integrate and Accelerate.
The effort involved to get a Strategic Onboarding program in place at your organization should pay off substantially. Agents will come up to speed sooner, re-training and attrition in training will be minimized, and overall retention will go up. Like any machine, it takes good design and care in operation, but Strategic Onboarding can add power to your contact center and drive measurable results.
Publish Date: February 5, 2016 5:00 AM
|1.)||Call Center Studio|
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