How far a thrown object flies depends on the slope. How good a start an employee gets at a new workplace also depends on the launch angle.

Now that the labor markets have recovered, many companies are wondering how to attract the best talent and how to help them to get an inspiring and effective start. Getting started is surprisingly important. After all, at the beginning of the employment relationship, employees shape their working methods and, according to some views, also decide whether or not to commit to the organization.

Groundwork may bring up unexpected findings

A well-known example tested this latter phenomenon. An industrial company located in a small town decided to develop its induction program and, according to best practices, started by analyzing existing personnel data: how satisfied and successful its current employees were and where any problems were located. Induction is not only an obligation, it is also an excellent opportunity to steer culture towards the desired direction and to look for solutions for identified problems. Analyzing personnel feedback and key figures is a good place to start planning.

Groundwork carried out by the industrial company revealed one unexplainable finding that required changes: a number of new employees resigned after 11 months of working.

What went wrong?

When the change required is not clear enough, more analysis is needed in order not to fix wrong things. In the example case, the problem was analyzed through Exit interviews. It was discovered that the actual problem did not take place at the 11-month mark, but much earlier. Once employees had accepted the job, they acquired a rental apartment with a fixed one-year agreement before starting in their new job. Very soon, employees found out that there was nothing to do in the town: there were no jobs for their significant others, there were no leisure activities and there were no opportunities to get new friends. However, the lease agreement forced the employees to stay in the town, and they fulfilled their work duties without any significant input, until they resigned on the first possible day and moved to another location.

The needs of one are not the needs of another

The induction experience and commitment to the employer at initial stages may depend on small factors and, also in this case, had nothing to do with the employer. By developing induction practices as a process, it is possible to focus on the essential. It is important to start from the company's goals and observations made regarding the current personnel. By acquiring any additional information, it is possible to plan the induction experience as a whole and to build a personal induction process which fulfills the company's development needs. In the example of the industrial company, the solution could be to set up networks with the town and other regional companies, as this would have a positive impact not only on inducted employees, but also on the entire working community.