Most onboarding focuses on getting new starters to absorb the company's values and ways of doing things.
Researchers from LBS, Harvard and the University of North Carolina wondered what would happen if you started instead with who the person already is and what they bring. They ran a field experiment at Wipro BPO, a large business process outsourcing company in India, with 605 newly hired call centre agents.
Ever new-joiner got the usual skills training, but some groups also had an extra one-hour session on their first day.
In one version, a senior leader talked about how the job would give each person the chance to express themselves, and the new hires then wrote about what was unique about them and when they did their best work, before introducing that best self to their new colleagues.
In the other version, the hour was spent hearing about the company's values from a senior leader and a star performer, and writing about what made them proud to join.
Six months later, the agents whose first hour had been about themselves were the most likely to still be working there. Turnover was 47% higher among agents who had only the standard training, and 27% higher in the company-pride group. One hour and a focus on the individual made a massive impact on their experience.
How can you apply this?
Ask the best-self question: In a new starter's first week, ask what they're like when they're doing their best work, and write the answer down together.
Let them introduce themselves properly: Give new joiners time to share their story, their strengths and how they see themselves fitting into the team.
Belonging isn’t about becoming like everyone else, it’s about being valued and welcomed as you are.
Want to rethink how your people start? Book a free 30 minute consultation with me.