Attracting talent is one thing, retaining it is another. Especially in this context of labor shortage. Let’s talk with Philippe Zinser, founder of Patrimoine RH and teacher of a new training on Isarta on the integration of new employees.
Do you see a growing issue with your clients around the integration of new employees?
Philippe Zinser: Before, the first challenge was to attract candidates. Today, it’s more about retaining current employees or, even better, making sure that the few we manage to find don’t leave in the first few weeks… if not in a day! We’ve already seen people who show up in the morning but don’t come back after lunch.
When I talk to company managers, they often talk to me about labor shortages, obviously, but also about the reliability of employees, especially the younger ones. Because they don’t finish their probationary period. To which I reply: is it a problem of reliability on their part… or of integration on yours?
Because the candidates have made the effort to apply and take the steps to join a company… So, they don’t leave for nothing. Some managers are willing to question themselves on this subject.
And what do you usually find out when you dig a little deeper?
P.S.: We often find that the person comes in, their position has been open for several months, so they’re put into action right away. The onboarding and training plans are relatively short, we get right to the point.
The person is, I literally quote the candidates I meet, “bombarded” with information. And is quickly let loose on their own. With a lot of uncertainty in the tasks to be done and the decisions to be made. And a manager who is already overwhelmed with other things to do and who will not be fully available.
Moral: the person will quickly think: what am I doing here? And since there are plenty of offers on the market, at the slightest doubt, they will go elsewhere.
Where do you think the mistake comes from?
P.S.: Many company managers today say: “The recruitment is over, we have found and signed the person. But I tell them no!” A recruitment is only finished when the probation period is over and you and the candidate agree to continue!
You’re wrong if you think it’s a given because the person has negotiated their salary. Today, people don’t stop at that anymore. They’re going to ask themselves: Am I going to be happy? Will I learn things? Am I going to learn well? If the answer is no, too bad, I’ll go somewhere else.
What are the best practices in this regard?
P.S.: First of all, I will talk about the apprehension of future employees. I know people who are stressed and sleep poorly two to three days before starting a new job. A week before, they have to send an integration plan. A simple document that tells them who they will be working with on the first day, their training program, the tasks they will be given gradually, etc.
Ideally, you should give at least 15 days of visibility. Even more if you are in a technical or management position. This does not necessarily mean going into detail, but showing that everything is clear and ready and providing visibility. This will remove a lot of doubts. Someone who receives an integration plan by email, who knows who he or she is going to be with – he or she will even be able to consult the LinkedIn profiles of his or her colleagues beforehand – is guaranteed to have a Wow effect. Because not many people see that. Unfortunately.
Common sense in a way…
P.S.: Absolutely. It may sound very basic, but in 90% of the cases, it doesn’t exist. Before thinking about very advanced things, it’s better to focus on the basics. Also, don’t forget to tell the rest of the team. Let everyone know that such and such a person is going to arrive in the company on such and such a day and that the integration will be done in such and such a way.
In fact, I summarize it all with the “first 5” formula. The first day, the first week, the first month, the first quarter, the first semester, these are all unmissable appointments. It is inconceivable that the new person goes home after his or her first day without a review with his or her manager! If things didn’t go well, they can tell him or her directly.
Another classic mistake: wanting to integrate the person on Monday morning, which is often the busiest day after the weekend. They arrive like a bolt out of the blue and the first image they will have is that of overworked managers. The best thing to do if you start at 8am is to start at 9am on Tuesday. To be fresh and available. And to foresee the question of lunch as well so that the person is not left alone!
One last question about remote integration, now common with health constraints. Isn’t it more difficult?
P.S.: Before, I would have answered yes. But today, we have been living like this for more than 18 months. So, it’s a bit like people who still can’t put their camera on during a virtual meeting, you have to make an effort. The motto is clear: everything you do in person, do it virtually. Nothing changes! You can also think about sending a small welcome package. Here again, this can have a very beneficial wow effect.
