A new hire is an investment. Every time you bring a new person on board, you’re investing time and resources in order to reap larger rewards down the road. Just as with financial investments, it’s important to minimize risk. After all, turnover is expensive.

The sad truth is that half of all senior outside hires fail in their new position within 18 months. Half of all hourly workers leave a new job within 120 days. We can assume that most of these hires met the basic hiring criteria and interviewed well, or they wouldn’t have been selected. So what else should have been done?

Two areas are critical: credentialing and onboarding. Following accepted best practices in these two areas can save you time, headaches and money.

Credentialing is of course especially important in employment areas like health care, counseling and education. But there are a myriad of other positions for which the credentialing process has value.

Credentialing ensures that candidates are who they say they are and can do what they say they can do. It establishes that they are qualified, properly licensed and/or certified, and have not been involved in undesirable professional circumstances.

At AllStaff, the credentialing process starts at the point of hire. Here’s what we require:

  • A minimum of 3 professional references
  • All candidates are background screened and drug screened
  • Education and certifications are verified and documented — AllStaff uses a specific internal verification and documentation system called COMPAS.
  • A candidate’s relevant skills as well as behavioral norms are evaluated — Our specially-designed Prove-it evaluation system gives us an edge here.
  • All candidates are E-Verified before placement.

If hires are properly screened at the outset, it may be a company’s onboarding process—or lack of one—that is to blame. It’s important to support new employees with comprehensive onboarding to ensure their success.

Onboarding is a critical part of an effective talent management strategy. It’s as important as the initial interviewing and credentialing processes. Maybe more so, since onboarding happens after you’ve already made a commitment to the new hire. Now this new person is not just interfacing with trained HR staff, they are entering into the very life of your business, interacting with other employees, with access to facilities and supplies, and drawing a salary.

The more quickly new hires feel welcome and oriented to their new tasks, the sooner they will begin to contribute to your organization’s mission.

There are four basic steps to cover in successful onboarding:

  • New employees must be quickly introduced to the basic legal and policy-related rules and regulations of your organization.
  • Make sure new employees understand the scope and expectations of their new job.
  • Provide new employees with a clear picture of your company culture. Understanding the formal and informal organizational norms can be critically important to their success.
  • Recognize the importance of the interpersonal relationships and information networks that a new employee must establish. The onboarding period is the perfect time for facilitating the formation of these critical links.

Onboarding introduces new hires to the attitudes, behaviors and specialized knowledge they will need to be able to work effectively within your organization. It gets them oriented to social and performance aspects of their jobs quickly.

A candidate that has been well and thoroughly screened should also onboard more quickly and smoothly. But every organization is unique and has different ways of doing things. Even the most qualified candidate will have a learning curve to manage in order to work effectively within your particular organization.

A well-conceived onboarding strategy helps new employees find job satisfaction, as well as clarifying expectations and objectives to improve performance.

Research shows that organizations with proactive, formal, step-by-step onboarding strategies are more likely to retain and benefit from and retain new hires than those who do not. That can make all the difference when it comes to reducing unwanted and expensive turnover.