Recently, Sharlyn Lauby, owner of the HR Bartender blog, wrote an article on the 6 essential components for employee check-in success. To paraphrase her article, it is important to both meet the needs of the company as well as the employee. Lauby also stated that certain things must be considered to obtain valuable employee feedback.
The Essential Components for Employee Check-in Success are:
1. Be low on administration, but high on value.
It may be useful to have new-hire check-ins distributed automatically or electronically. That way you can focus more on looking into the employee’s responses.
2. Have clear goals in place.
How is your organization going to react or carry out change after reading responses? Do new hires feel comfortable giving honest feedback? Is it possible to have a plan in place to implement change in response to the employee feedback?
3. Be Timely.
Keep your employees engaged, let them know that their thoughts and opinions matter. Using surveys can help prevent miscommunication and unnecessary turnover. By sending short surveys to new employees regularly, you can discover if they are having any problems with their new positions.
4. Make the survey convenient for the employee.
Keep the surveys short. If the employee wishes that their answers remain confidential, let them be anonymous. Give employees the option to leave their contact information if they wish to have some form of follow-up about their responses.
5. Use an intuitive user-friendly platform.
Make sure that your surveys are easy to use and access, while also remaining secure. If the survey will be done online make sure that it is responsive to mobile devices.
6. Again, be timely.
Make sure that there is some form of follow-up to employee feedback that occurs within a reasonable timeframe.
Readex CEO Jack Semler was asked by Lauby what he considers to be the most important part of check-ins. His response? Connection
“Thinking from my own experience as a manager, I feel what is ‘most important’ is two-fold: First, is the new employee connecting with what the job really is and what the employee’s personal vision of the job is? If reality isn’t in line with their vision, then danger exists and has to be corrected immediately. Second, is the new employee connecting with peers and management in a positive, good way? There are so many other factors that need to be checked out, but in the end, if what the job entails is not in line with the employee expectations, and good relationships aren’t forming, the employee may be a flight risk.”