By Helen Trainor, Senior Recruiter
The MIT Sloan Management Review found that more than 25 percent of the working population will experience a career transition each year. Unfortunately, effective onboarding, or the process of assimilating new hires into the organization, is often neglected. As one of the most important functions of both HR and management, onboarding is frequently left to whoever the new employee will report to, direct line managers or recruiters. Organizations that put little thought into onboarding are more likely to have higher turnover, lower employee satisfaction, and suffer from disjointed and inconsistent practices.
A new hire will determine in the first three months if they have made the right decision to join the organization. An effective onboarding process can help to ensure that the new hire has a clear understanding of their role and the organization. Long-term outcomes of strong onboarding include role clarity, increased productivity and commitment to the organization. In Onboarding New Employees: Maximizing Success, Society of Human Resource Management (SHRM) suggests the following best practices as an effective onboarding process:
- Implement the basics prior to the first day on the job
- Make the first day on the job special
- Use formal orientation programs
- Develop a written onboarding plan
- Make onboarding participatory
- Be sure your program is consistently implemented
- Ensure that the program is monitored over time
- Use technology to facilitate the process
- Use milestones, such as 30, 60, 90 and 120 days on the job—and up to one year post-organizational entry—to gauge employee progress
- Engage stakeholders in planning
- Include key stakeholder meetings as part of the program
- Be crystal clear with new employees regarding:
- Objectives;
- Timelines;
- Roles; and
- Responsibilities.
There are many processes that will work and many methods you can use to properly plan, hire, retain, and refine employees to grow and assimilate into your organization’s culture. One rule remains the same; the success of the organization relies on its core — its people. Take the time to develop and implement your onboarding process, we promise it won’t disappoint.
For additional reading, Helios recommends the following:
Onboarding: How to Get Your New Employees Up to Speed in Half the Time by George B. Bradt
Successful Onboarding: Strategies to Unlock Hidden Value Within Your Organization by Mark Stein
Creative Onboarding Programs: Tools for Energizing Your Orientation Program by Doris Sims
By Gabriela Santamaria, HR Business Partner
Just like the four P’s of Marketing (product, place, price and promotion), HR can build a brand with four P’s of its own — people, pay, process, and promotion. An HR brand is defined by the culture of the organization and is important in attracting, engaging, developing, and retaining a best in class workforce. Having a strong identity and image in the marketplace can be implemented by taking the following steps:
- Creating your identity — The first step is to clearly define your department’s direct value proposition. A value proposition is a promise of value to be delivered, and a belief by the (internal or external) customers that value will be experienced. Your brand should demonstrate what can be expected in terms of the quality and service provided. As part of the first step, be sure to define the gap in perception between the current experience and the ideal experience.
- Making your mark — Once you have a clear idea of the desired experience, you can begin to establish your brand by taking appropriate actions in the following areas: people, pay, process and promotion. For each area, identify what actions are helping you build or break your brand perception and what actions you would like to start doing, stop doing, and continue doing as you build an action plan. Be sure to consider all materials, messages, and communications associated with HR such as overall culture, pay and benefits, leadership, and performance management, growth, and development.
- On Your Mark, Get Set, Brand! — With a clear message, purpose and action plan, it is time to begin branding. Becoming an organization of choice does not happen overnight. Consistency is vital to successfully building a brand that creates loyalty, builds relationships, consensus and collaboration. Solicit feedback from various touch points to get the pulse on the current perceptions and experiences from both your internal and external customers.
Southwest Airlines is an example of successful branding orchestration and execution. The company’s brand is driven through its culture and woven through all aspects of HR including recruiting, onboarding, training, development, rewards, and performance evaluations. As a result, Southwest Airlines has three times lower turnover and significantly higher earnings than the industry average and has won numerous awards including Fortune’s America’s Top Ten Admired Companies and Aviation Week’s Top Performing Companies (Strategy/Design & Advertising).
Southwest Airlines: “Freedom begins with me.”

The bottom line? It pays to brand. When executed properly and consistently through people, pay, process and promotion, internal branding can be a source of strategic competitive advantage with significant impact on employees, customers, and profits.
By Joanna Anderson, PHR, Senior HR Business Partner
Offering market competitive compensation packages are key in attracting and retaining top talent, but how does an organization know if they are competitive? Employees and managers can (and do) search the internet to find free information on salaries; however, this free information is often anecdotal and not collected and reported in a structured and scientific manner leaving employees with a false sense of their market value. Finding reliable salary data for an organization’s industry and geographic location is not always obvious.
To ensure you are getting reliable data that is in compliance with legal guidelines, consider purchasing third party salary surveys conducted in accordance with the Sherman Anti-trust Act and Safe Harbor rules for the collection of salary information. The organization conducting the survey will disclose the methodology used to collect and publish the data obtained in accordance with regulatory requirements and maintaining confidentiality. Organizations should consider budgeting for the purchase of salary data that is collected, analyzed, and published by reputable firms in the business of gathering this information and use the information as the basis for pay levels and salary decisions aligned with their overall compensation philosophy.
Some well known compensation survey organizations include Culpepper, Towers Watson, HRA-NCA, WTPF, Radford, and many others who can be easily found by searching “salary surveys” on the internet. These organizations generally collect salary data from employers during the spring timeframe in order for the survey results to be published in the summer and early fall, in time for budgeting and planning for salary expenses for the upcoming year. While anyone can purchase these salary surveys, participation in the data collection typically provides for a significant discount on the purchase price of the survey when published. Preparing and submitting data for participation in salary surveys is generally straightforward. It simply requires the organization to match their internal company jobs to the job descriptions in the survey and then report salary information for the incumbents in those roles. Some surveys may gather salary range and policy information as well. The time spent preparing and submitting data is well worth the savings realized when purchasing the survey data.
When choosing what surveys to participate in and purchase, organizations should take the following into consideration:
- Is the survey gathered and published by a reputable organization in the business of gathering and compiling this information? Beware of surveys that ask employees to self report their salaries. Look for surveys that require a specific format for reporting data, typically submitted by the organization’s HR department.
- What other companies typically participate in the survey? You want to ensure that the surveys you participate in and purchase represent organizations in the same industry that you are competing in for talent.
- What jobs are covered in the survey? Make sure that the surveys you choose have a broad representation of the jobs in your organization. In some cases, specialized surveys may be required to gather good information on a particular type of job, such as Executive or IT positions or government contractors.
- What geographies are covered in the survey? Make sure that the survey provides information that represents pay information for locations in which your organization are recruiting for talent.
- What methodologies are used to compile and publish the data? Make sure that the survey company takes into consideration the sample size and publishes data only where enough data points are reported (often 5 companies are required to publish the data for the job). Ensure that median, 25th percentile, 50th percentile, and 75th percentiles are reported in addition to averages. These data points give you a broad range of information on where companies are paying.
- What data elements are gathered? If you want to look at base pay and variable compensation levels, make sure the survey collects and publishes total cash compensation in addition to base pay.
If your organization is not ready to take on participation in salary surveys and purchasing data, Helios HR has a broad range of market data resources and can benchmark your positions, develop salary structures, analyze employee salaries against market rates, and develop salary administration guidelines for you. Whether you decide to purchase salary data or partner with Helios for your market data needs, developing a fair, consistent, and competitive approach to paying employees is a critical foundation of your human resources practices.