Difference between revisions of "Hiring: Invest in onboarding for successful integration"

 
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|title=Hiring: Invest in onboarding for successful integration| Bestpracticeswiki.net
|keywords= onboarding best practices, on boarding process, new employee integration
|description=A robust on boarding process for new employees will improve performance.
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Use a robust onboarding process to integrate new hires and improve their performance. Onboarding answers the question, “What knowledge is needed to do the job well?” Go beyond basic orientation and: (1) Explain what makes the business tick, i.e., its mission and strategy; (2) Define expectations and the new hire’s role in the organization in relation to others; and (3) Connect the organizational culture to day-to-day work.                                                                 
Use a robust onboarding process to integrate new hires and improve their performance. Onboarding answers the question, “What knowledge is needed to do the job well?” Go beyond basic orientation and: (1) Explain what makes the business tick, i.e., its mission and strategy; (2) Define expectations and the new hire’s role in the organization in relation to others; and (3) Connect the organizational culture to day-to-day work.                                                                 


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The author of this page is Terry Gardiner
The author of this page is Terry Gardiner


{{Terry Gardiner}
{{Terry Gardiner}}
{{#seo:
|title=Hiring: Invest in onboarding for successful integration| Bestpracticeswiki.net
|keywords= onboarding best practices, on boarding process, new employee integration
|description=A robust on boarding process for new employees will improve performance.
}}

Latest revision as of 14:33, 16 July 2015

Use a robust onboarding process to integrate new hires and improve their performance. Onboarding answers the question, “What knowledge is needed to do the job well?” Go beyond basic orientation and: (1) Explain what makes the business tick, i.e., its mission and strategy; (2) Define expectations and the new hire’s role in the organization in relation to others; and (3) Connect the organizational culture to day-to-day work.

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The author of this page is Terry Gardiner

Terry Gardiner is the founder and President of Silver Lining Seafoods and NorQuest Seafoods - a medium-size Alaska seafood processing company; and currently a Board member of the Anvil Corporation, an employee-owned company specializing in oil and gas engineering.

His co-operative experiences include member director of the Commercial Fishermen Co-operative association; creation of legislation for the Alaska Commercial Fishing and Agriculture Bank; and advisor to the US Dept of Health and Social Services for the state Health CO-OPs.

Terry served ten years as a member of the Alaska House of Representatives -several legislative committee chairmanships, Speaker of the House, Chairman of the Alaska Criminal Code Commission and board member on various state and federal boards and commissions.

His non-profit experiences include National Policy Director for the Small Business Majority in Washington DC; working with the Herndon Alliance and ForTerra.

Terry authored the leadership book, "Six-Word Lessons to Build Effective Leaders: 100 Lessons to Equip Your People to Create Winning Organizations".

For more check: Terry Gardiner Long bio