Training new hires with intention

In several conversations with organizational leaders recently, the topic of training young professionals has come up.

Many of their concerns were related to the precipitous rise in remote and hybrid work arrangements. Young and more remote employees seem to be suffering from a lack of exposure to senior employees and managers who traditionally provided on-the-job training and mentoring.

This lack of in-person interaction often results in knowledge gaps and inhibited performance. Long-term, it might also impede their ability to move up in the organization or secure other job opportunities.

Some employers have decided that enforcing RTO (return to office) policies is the best solution. But it’s well-documented that this approach leads to increased turnover, hindered recruiting efforts, and negative morale. A recent Financial Times article, “AI and hybrid work shake up on-the-job learning,” covers these current workplace challenges.

Experience is making it increasingly clear that a significant amount of learning occurred when people worked in close proximity to each other. Observing behavior, listening to conversations, reviewing work products, and even doing some good, old-fashioned grunt work provided hidden value for younger employees or those new to their organization or industry.

The dilemma now facing managers is how to get employees effectively trained with limited in-person time together. The optimal solution varies a bit of course, depending on the role, the organization, the industry, the necessary skills, and the specific employee. But a few key ingredients will boost the effectiveness of training efforts universally.

The most essential element is intention. Effective training is never an afterthought. It can’t happen on a wing and a prayer.

First, dedicate the time to determine exactly what new employees need in order to understand and successfully fulfill each of their job responsibilities. Then, outline and budget for the resources needed to accomplish the training. Document this process as part of the onboarding plan.

The necessary resources (some financial, but most human) might include classroom or online training, shadowing other team members, having managers review work and provide feedback, cross-training with other departments, and a variety of other options.

Depending on the job, organization, and industry, some — but not all — of this training can be effectively conducted virtually. It’s incumbent on the organization to clearly communicate expectations during the preemployment process about where work is to be performed so that candidates have a realistic job preview. In many cases, early careerists require more time in the office to ensure they are fully trained and acclimated to the culture before being allowed more flexibility as they mature in their roles.

Organizations should prioritize the training of new hires, never leaving it to chance. As Benjamin Franklin noted, “If you fail to plan, you plan to fail.” The first weeks and months on the job are critical. Managers that take their responsibilities seriously and follow an intentional plan to train their recruits will benefit both immediately and in the long run.

Recruiting and turnover are expensive; make the up-front investment in your new hires and reap the rewards.

• Mary Lynn Fayoumi is president and CEO of HR Source in Downers Grove.