Are we setting our trainees up for a fall? As I write this article I think back to my first ever job in recruitment – Small boutique company with 20 staff, ruled with an iron fist by the Managing Director who’s idea of an induction was to take your chair away until you had billed your first Client (also copious amounts of yelling and hair pulling – his not mine – during the first couple of months if you failed to do something that he had obviously explained in great detail using a process of osmosis/telepathy/language only audible to dogs as I swear to this day I never heard him utter a word of coaching to me).

I was expected to watch, listen, and learn – and fast! I did learn and I became very good at my job… But it took a long time, and I made a lot of mistakes. I eventually left that business, and the MD eventually lost all of his hair….

As my recruitment career progressed, and I moved onto pastures new, I was always met with the same ‘just sit down and get on with it’ style of induction – regardless of the Company.

Now hopefully many of you reading this will be aghast, shocked and appalled at my reminiscence… But I secretly wonder how many of you are sitting there wondering if your own induction (or lack of) is as effective as it needs to be to (a) Create high billing, happy, loyal recruiters and (b) generate true ROI for your business?

According to the CIPD (insert date stat) approx 37% of employees leave their new jobs within the first 3 months – Mostly due to a lack of formal induction. The statistics for those that eventually leave (or are asked to leave) due to underperformance within their first 6 months – 1 year are significantly higher.
On average attrition should be somewhere between 10 – 30% per annum … But could some of them have been prevented/ or nipped in the bud at an earlier stage by a structured induction and development programme?

Our research has proven that Companies with a structured induction and development programme are not only generating better results from their new starters over a quicker period of time (insert example here), but can also help to identify underperformers at an earlier stage than those without an induction programme (insert example here. In addition, these Companies are also seeing a greater hit rate when recruiting for their businesses (insert example) and significantly reducing their attrition rate year on year (insert example here) in place. When interviewing those that are leaving a business, the vast majority of them (75%) have stated that their reason for leaving was due to a lack of administrative structure and management support within their first few weeks.

Here are our top tips to creating an effective and ‘easy to use’ induction programme for your Managers:

  1. Perform a full training needs analysis on each new member of staff (regardless of previous recruitment experience) and ensure that even the most seasoned of new consultants are still ‘washed through’ your induction programme – Do they know the right way and the Company way of doing things?
  2. Create a training programme – This needs to include in house learning such as administration, paperwork, Company systems (PC/phones/email etc) as well as a list of all of the recruitment related topics that need to be trained.
  3. Engage an expert recruitment trainer, or delegate an experienced members of staff to each topic – Train the Trainer courses are widely available to give your ‘trainers’ the skills that they need to get it right. Training and inducting should take up approx 20% of your Manager’s time – This will only happen if the programme is structured correctly.
  4. Ensure that your Trainer is aware of all Company policies and processes – This will reduce the chances of a ‘learn from Aunt Sally’ situation where all new starters are trained differently with different processes and proformas.
  5. Decide what ‘minimum expectations’ you are looking for from your new starter. This will obviously depend on the new starter and their role, but typically you should be aiming for new starters to be achieving all targets set by end of Month 3.
  6. Set daily, weekly, monthly, quarterly and annual targets – It is important that alongside their monthly KPI’s and their annual financial target, your consultants have daily and weekly targets to hit, which will ultimately result in hitting their bigger long term targets.
  7. Review your induction after each new starter has completed it. Get feedback from everyone involved – Your programme will need to flex and adapt each time you use it in order to become the best that it can be!

Good luck!