Hiring is a costly process, and that’s why a strong system is needed for onboarding. From day one, an employee should have clear expectations and a sense of purpose in their role.
The first week can be stressful for a new hire, but having a plan will help ease them into the company.
“Write a clear onboarding plan for the new employee, organized day by day, with a gradual increase in difficulty,” says Ross Hulstein, owner of Enviroscapes, based in Denver, Colorado. “This plan should ideally last about three weeks, which is the amount of time many employees need to become comfortable in a new role. Each day should begin with setting goals for the day and end with a summary of the results.”
During this time, encourage them to ask questions and share any concerns.
An employee handbook is useful, but a checklist that covers the most relevant parts of the job is even better. This list should focus on safety guidelines, quality standards, job-site behavior, and attendance. Since onboarding is a gradual process, try to avoid overloading the employee with too much information on the first day.
For the onboarding plan, think about expectations for the first few weeks.
“A new employee requires a lot of attention while they learn company processes and time to integrate into the team,” Hulstein says. “Without that support, they are likely to make mistakes and become stressed.”
When their first day approaches, make sure everything is in place for a smooth transition.
“Be sure to have all paperwork, PPE, schedules, and uniforms ready in advance, so you aren’t scrambling on the day of onboarding,” says Em Daugherty, director of marketing and ecommerce at Bath Garden Center and Nursery in Fort Collins, Colorado. “If you aren’t ready on the day of onboarding, your new hire might feel unwelcome or more nervous.”
Paperwork will be a key focus during the first week, but don’t spend too much time on this step. Make a point of getting the employee out in the field to learn what quality work looks like. Before the new hire arrives, know which employee will be training them.
“Ensure that the veteran employee who will be training or mentoring the new hire is also informed before they start,” Daugherty says. “Look for someone who will set a good example for the new hire and is comfortable answering questions.”
Speaking of training, every crew leader should be taught how to teach new employees with patience and attention to detail. If there’s a problem with a new hire, the crew leaders should be comfortable coming to you for guidance.
During training, there should be an emphasis on why each step or process is used. Each person learns differently, so ask how they learn best. Pruning is one task where this may apply. A visual learner may need a demonstration of how different plants are pruned to understand the steps before they can attempt pruning. The shop is a great place to practice different tasks in a low-risk setting. New employees bring fresh eyes, so be open to their feedback and ideas for improving your current systems.
Another way to help a new or existing employee is to “catch them doing something right” (a concept from a leadership book called The One Minute Manager). Noticing those small wins can make a difference for a new hire.
“Calling out punctuality, adherence to safety standards, and other good performance reinforces what behavior the company wants and helps the new hire feel welcomed,” Daugherty adds.
For new (and existing) staff, the right balance of support and accountability will limit problems and encourage long-term employment with the company.
