Many of us can remember taking a personality assessment, whether that is in a current position, in a first job - maybe even in college. Personality assessments are typically aimed at identifying strengths and weaknesses. In an educational setting, these assessments may provide the participant with good career matches. In a workplace setting, these assessments can help leadership identify candidate position fit, or overall work team diversity.

You have navigated your new employee through socialization, position training, and overall integration into the organization. They are now confidently going through their day and meeting other co-workers. You have noticed they attend your check in conversations with excitement and suggestions for improvement and began answering questions for newer hires joining the organization.

Now, let’s dive into the core of the onboarding process. If you missed the blog about pre-onboarding, I suggest reading that first and then coming back to this one. We went through the first impression, now the new hire has officially arrived for their first day: the first moment of onboarding. This stage is where the new hire becomes an integrated and productive member of your team. Let's explore this critical phase in the employee journey.

Onboarding is a free, first opportunity to retain your new hires. It allows the organization to set the tone for the new hire experience, while having an opportunity to instill a new culture or proper training. Many organizations focus on the main course of onboarding, and even more often on orientation. There is a less known (but highly valuable) missed step: pre-onboarding. In this blog, we'll explore what pre-onboarding is, how it can positively impact your employees and your organization, and some best practices to bring back to your new hires.

As employers continue to grapple with the talent shortage, some manufacturers are having success hiring more non-traditional candidates and using innovative and inclusive methods in their recruitment.  Non-traditional candidates are people with relevant skills who may not meet traditional job requirements. Education and experience are often overlooked and maybe even excluded when sorting through resumes or applications. This could include the neurodivergent community, justice-impacted or returning citizens, people with disabilities, youth between 18-24 who didn’t go to college, limited English speakers, and others.

We can hire some employees with credentials in hand. You hire engineers with an engineering degree or an accountant with an accounting degree. The degrees these employees hold give you the evidence that these people have followed a specific training protocol and have achieved a certain level of proficiency. Unfortunately, not all people are ready or able to pursue a degree or formal education program. Many of these people are on your shop floor or in your office. However, just because they don’t have a degree doesn’t mean they don’t want a career with your company. By providing an opportunity for everyone in your company to build a career, you are addressing some of the inequity which resides in the workplace, while improving engagement and retention of your valued employees.

People are an organization’s most valuable, variable, and rewarding resource for managers in any business. Developing this resource in a positive workplace environment to create a culture of excellence is not magic, but... when it clicks, it is magical, and the rewards can be majestic. OUR people, OUR Team.

Research shows that there continues to be an on-going shortage of skilled employees. Before the COVID-19 pandemic, everywhere you went there was a “Help Wanted” sign, and even during COVID-19, there is still a shortage of skilled employees. So, what do you do about it? The first order of business is to highly engage the team you have, and the second order of business is to create a highly skilled, energized team of producers.

Did you ever imagine that in your lifetime, you would live through a crisis that would change how you work overnight? For manufacturers, many were deemed essential and production employees had to remain working onsite through the days and months in which others had to transition to work remotely.

Companies today are learning the key to reducing workplace inefficiency is right in front of them - their employees. Workers who are included and involved in a company's improvement process are more likely to buy into that process‑ especially when it involves change.