The Onboarding Process
A position/needs matrix can help manage the plan for getting new employees started within a company.
Certain to cause frustration for both a new employee and an employer is an ineffective process for getting new employees started within a company. This process, commonly known as “onboarding,” generally begins once a candidate accepts a position with the company and ends when the new hire has everything he or she needs to start the job. Unfortunately, in many organizations the onboarding process is not well-planned, nor well-managed. The result is a haphazard series of actions that eventually may meet the new employee’s needs, but at the very least does not present him or her with a good first impression of the company.
Many companies have started to evaluate their onboarding processes and have found numerous opportunities for improvement. Improvement begins when a company recognizes that a new employee is actually a customer, albeit an internal customer, and needs to be treated as such from day one. In order to satisfy this internal customer, a company must make the effort to understand what he or she needs to get started in the new position. Documenting these needs does take time up front, but once done, the onboarding process becomes much more effective.
So how does a company document the needs of each position within it? A simple position/needs matrix, created using any commercial spreadsheet software, works just fine. When companies do this, they often find a great deal of commonality in the needs of new hires, even for vastly different positions in the organization. This makes completion of the matrix less onerous than initially might be thought. The position/needs matrix shown here includes some of the more common needs of a new hire in a manufacturing company: