Over 50% of people recruited into an organisation will leave within two years and one in four new recruits will resign in the first six months. The estimated organisational cost of just one failed executive-level hire can be as high as $2.7 million. Why is this?
Part of the problem is that new employees are not engaged.
The first few months in a new role is an emotional journey. We can understand this by looking at the change curve which describes the typical psychological journey that people go through after a major transition in their life.
Kubler-Ross (1970); Louis (1980)
The aim for any induction needs to be to make the change curve as shallow and swift as possible for new hires. This means catching them before they dive too deep into uncertainty and lose confidence – resulting in a downwards spiral towards crisis.
If they reach this point, they may decide that giving up and letting go is a better option than carrying on. This leaves you, once again, searching for someone new.
Storytelling is a strong tool to engage and inspire others. By creating an over-arching story that unfolds over their first few months, individuals will feel part of something more than just their job.
To reduce uncertainty and subsequent stress, we can share an onboarding toolkit with key information.
It can be easy to feel like just another cog in the machine. By focusing attention on new employees as individuals – understanding their aspirations and goals – we can help excite them about where they are and where they can get to.
Example of an onboarding kit used for new-hires at Mind Gym
Wikipedia is now our go-to for encyclopaedic information. But, throughout the 90s Encarta was king. So what possessed a group of dispersed, unpaid, unrecognised individuals to bring Wikipedia to fruition? A sense of purpose. And mattering at work matters a great deal to businesses. Here’s five ways to harness the power of purpose. 1. Recognise progress. Simply seeing the fruits of our labour can increase productivity by 30%. Feeling that we’re making progress further multiplies the effect. Pay attention to efforts that have been made and give them the recognition they deserve. 2. Turn usRead more
Read the white paper
Summer has finally arrived. But, even the word ‘July’ can cause the dreaded summer slump. As half the workforce jet off on holiday, those remaining start wishing they were too. It’s easy for the al-fresco lunch break to turn into an afternoon of poor productivity. So now, more than ever, it’s time to breathe life into the office and energise your staff. 1. Be a conductor. Just as yawns are contagious, so is emotional energy. In fact, moods are transmitted with such ease because they can be vital signals for survival. Think of yourself as a mood manager. Harness the power of emotional contagiRead more
Challenge: The leaders at Accenture found that their graduate intake brought “smarts”, energy and dedication in abundance. However, to give great value they also needed to learn how to socialise their ideas and how to handle clients and colleagues with...see full case study
The biggest improvement I have seen is her confidence in meetings. She proactively told me about the facilitation techniques when she returned and was really excited.
Challenge: MetLife’s talent immersion study highlighted the need to transform the behaviour of 6,000 people managers across 60 countries to become first-class, motivational leaders. Solution: Two programs were devised to upskill managers in handling the entire performance management cycle; from engaging in dialogue and setting goals, to performance...see full case study
The sharp and engaging style of Mind Gym Workouts has been a key part of the success of Aspire.
Challenge: The Unilever Management Development Programme (UMDP) is an ambitious global learning initiative targeting 15,500 supervisors, first- and second-line managers, to take a fresh look at the role of a manager and how they create value. Solution: Two programmes were developed focusing on seven...see full case study
As well as the learning transfer data which is demonstrating the value created, one of the things I am most struck by is how this program is reinvigorating the pride in being a great manager.
Challenge: GSK was embarking on its most radical organisational transformation yet. It needed to build engagement and belief across the organisation, as well as an understanding of how the different change projects interlinked. Solution: Mind Gym engaged with key stakeholders...see full case study
These changes are well received, thoughtful, impactful and absolutely necessary for our future. I feel better about GSK, and my future in it, than I have in three years.