How To Onboard New Hires Efficiently For Loyalty And Culture Creation
High employee retention rates heavily depend on the effective onboarding of new hires. Unfortunately, many managers and business owners do not seem to get it right.
New hires are less confident, have lower morale, are not as engaged, and are more likely to leave. This ultimately leads to missed revenue targets as new hires cannot be as productive.
If they aren’t prepared well enough, new hires may do one of two things when faced with the pressure of new roles:
A) They may play it safe by sticking to what they already know, using past jobs as references, or
B) they may overcompensate with faux confidence, behaving like they have all the answers in an attempt not to look incompetent.
The result is usually chaos.
Setting new hires up for success involves much more than giving them a quick office tour and sending them on their merry way. It instead requires a straightforward process that integrates them into your company and helps them settle into their new roles quickly, learning the skills and behaviors necessary to help them be successful.
New Hire Onboarding Process Guide – Content Index
Chapter 1: What Is New Hire Onboarding?
Chapter 2: The Benefits of Onboarding
Chapter 3: Components (Back to Basics) – The Main Parts of a Good Onboarding System
Chapter 4: Coat of Many Colors – The Main Types of Onboarding
Chapter 5: How Long Should an Onboarding Process Last?
Chapter 6: What to Do During Each Stage of Onboarding
· Onboarding from Day One Through Week One
· Onboarding Between Week One and Three Months
· Onboarding Between Three Months and a Year
Welcome Onboard: What Is New Hire Onboarding?
New hire onboarding is essentially the process of integrating new hires into the established culture of your organization.
It is a process that should begin during the hiring process right up until the new hire becomes a fully functioning member of the organization. This time can be anything from three months up to one year.
Start by covering all the onboarding basics such as documentation, compliance training, space, support, and technology.
Then, provide them with detailed job descriptions that set clear and realistic expectations, let them know what “good” is in both the company and their role, and ensure they know precisely what is expected of them.
Don’t leave them to figure out things by themselves. Show them where to get their ID cards and where to park their cars. Give them what they need to function.
Good onboarding shows your new hire that you care about them and how they fit into your company and its culture. It allows new hires to settle in much faster into their roles, making sure they quickly become productive.
The Transcontinental Onboarding System: Good Luck and Don’t Die
When the First Transcontinental Railroad (or the Pacific Railroad) was being built, veterans from the Union and Confederate armies, as well as thousands of immigrants, put down track beds, blasting through hills, building bridges and trestles.
They worked three- to eight-hour shifts to lay ten miles of track daily.
It was difficult work, even more so during the winter when avalanches and snow slides were a constant threat from the hills they worked around.
The onboarding process for every new worker who arrived at the site, whether they were veterans or immigrants, was the same:
- They hopped on the local train. The offer letter and hiring agreement were simply to show up.
- The train carried them to the end of the already laid track.
- The new employees were handed a pick, a shovel, and a few other assorted tools and told….
“Good luck. We’ll pick you up later. And don’t die…”
Sadly, many employees still have a similar experience as a result of a not-so-thorough onboarding process.
Many were given frugal guidance and some tools and pointed in the direction they are supposed to build (“the horizon over there.”)
But much work has been done to make onboarding an established organizational practice.
In 1979, John van Maanen and Edgar H. Schein published an influential article that explored the idea of “organizational socialization”—the process by which employees are socialized or onboarded to a company’s culture.
The article stated that “organizational culture consists broadly of long-standing rules of thumb” and that these provided “models for social etiquette and demeanor, certain customs and rituals suggestive of how members are to relate to colleagues, subordinates, superiors, and outsiders.”
Many others have built on this foundational theory, and it has evolved into new hire onboarding as we know it today.
Chapter 2: The Benefits of Onboarding
The saying “you never get a second chance to make a first impression” applies to new jobs as much as new people. When a new employee gets to work, how you treat them, how prepared you are (or not) all contribute to a first impression.
Most companies, however, don’t consider how much they need to work at making a good first impression with their new hires.
There are many benefits of great onboarding, not just for your new hires but also for your company.
The two most significant mutual benefits, however, are employee retention and increased productivity. We’ll look at these and more in other sections.
Research shows that 69 percent of employees are more likely to stay with a company for up to three years if they have a great onboarding experience.
Research also shows that organizations with a standard onboarding process experience 50 percent greater new hire retention (source).
In the grand scheme of things, retention is the main benefit of an effective onboarding process.
And the logic behind that is simple. No one likes to be ignored.
Ever been to a store for the first time, looked around confused, not knowing where to find what you are looking for?
You hang around—all the store attendants whiz past you, no one caring to ask what you need.
You attempt to signal one or two attendants, but they are too busy to pay you any mind.
Finally, you leave frustrated as no one pays attention to you.
This is the same experience with new hires.
On their first day, they are unsure of themselves and have no idea what goes where, what to do, and what is expected of them.
But employers who can provide direction and integrate new hires seamlessly into their organizations are the ones who create the best hire experiences for their new hires.
If new hires have a lousy onboarding experience, they’ll likely leave.
And turnover can quickly become expensive, especially when you consider factors like the time and money it costs to train new hires. While some turnover is unavoidable, you want to maximize your employee lifetime value. Replacing a new hire within 60 days is inefficient compared to replacing a more seasoned employee who has served your organization for decades.
For your company, employee retention is one of the most significant benefits of an effective onboarding system.
But there are more still.
Improved Performance and Productivity
When you have an onboarding system that prioritizes the new hire’s needs, you can be sure that they’ll hit the ground running and will be able to do their own bit of work.
The Society for Human Resource Management (SHRM) has determined that an effective onboarding program boosts employee productivity by as much as 11 percent.
Research also shows that organizations with a standard onboarding process experience 50 percent greater new hire productivity.
This is only inevitable when you provide new hires with the knowledge, skills, resources, and connections they need.
Many new hires are eager to work and carry their weight. When they have what they need, they’re much more likely to be productive.
Sixty percent of companies fail to set milestones or goals for new hires. Don’t do what the majority do. Set clear, realistic goals for those who join your team or company.
Easier Talent Acquisition
New hires will be unlikely to recommend an employer to family or friends if they’ve had an unpleasant onboarding experience.
This can quickly prove problematic as keyboard warriors can make their opinions known and tarnish your employer reputation on review sites like Glassdoor. An effective onboarding process can only lead to a good employee experience.
And in the case that you need replacements, you can leverage the network of stellar employees to find strong talent to add to your team.
Effective onboarding only makes talent acquisition easier in the long run as it helps you build a good employer reputation.
High Level of Employee Engagement
New employees who feel comfortable in a strange new work environment are more likely to go above and beyond in their work.
Increased productivity and profitability in addition to reduced turnover and absenteeism.
A thoughtful onboarding process can decrease the uncertainty of a new workplace. If you assign them a buddy, help them learn about the company in a fun and exciting way, and provide early recognition for jobs well done, the new employee will feel more engaged.
A higher engagement usually means that they’ll be more productive and more satisfied.
New hires typically need the most part of a year before becoming fully functional, fully productive workers.
Not only do they have to understand all of the company’s policies and culture, but they also need to forge connections that will help them collaborate more efficiently and work within your system, like cogs in a well-oiled machine.
Onboarding has countless benefits, mainly retention and increased productivity.
Other benefits include:
- Decreased turnover
- Increased engagement levels
- Decreased time to proficiency
- Reduced costs
- Continuation of a positive candidate experience
- Easier assimilation into the corporate culture
- A clearer understanding of performance expectations
- Increased customer satisfaction
- Increased hiring manager satisfaction
- Identification of skill gaps
Chapter 3: Components (Back to Basics) – The Main Parts of a Good Onboarding System
A good onboarding process consists of many parts that must be juggled and kept in balance all at once. This is why you need to pay attention to every step of the process.
There are five basic areas your onboarding must cover.
- Cultural engagement
As its name suggests, compliance involves making sure that the new hire is clear regarding the rules and laws of your organization.
Compliance includes the most essential aspect of an employee’s job. They contain essential company rules, policies, and legal procedures. Dress code, clock-in procedures, and government policies (HIPAA requirements in the medical field) all fall under this category.
You should give the new hire a copy of your company’s policies as well as:
- Contracts of employment
- Informing HMRC of the new employee and their tax code
- Health and safety training
- All the other legal requirements germane to your business, such as NDAs (non-disclosure agreements, non-compete clauses, etc.)
Legal compliance and organizational compliance can usually be completed remotely before the new hire’s first day. It is advisable you do this to get all the paperwork out of the way.
This ensures that your new hire has all they need to do their jobs. It involves things like:
- Helping them with locations and directions, so they know where to go when they need to.
- Ensuring ease of access in the case that the new hire has a disability.
- Setting up their office phone lines.
- Helping them set up their devices for your ecosystem or providing them with a computer they can use.
- Setting them up in the company’s collaboration platform.
- Connecting them to the internet.
- And setting them up for payroll.
Just make sure that they have all they need to do their jobs.
This is simply new hire support.
You’re essentially showing them how your company works and what is expected of them. The hiring manager is the one most equipped for this role.
They know the job description well enough and understand the skills, resources, and connections that the new hire needs to be effective workers, such as:
- Providing relevant team and company information that describes what you do and how you do it.
- Set up the new hire to use company and team processes such as collaboration software.
- Setting objectives and goals for 30, 60, and 90 days, respectively, the new hire knows what is important and what they should focus on.
When you’ve given your new hires all they need to do their jobs, you need to provide training to use the tools you’ve already offered them.
When new hires first show up, they know little or next to nothing. Even if they know a lot, they have no idea how their knowledge fits within the context of your organization and its systems.
And so, it’s up to you (and management) to provide them with ample learning opportunities that will enable them to be as productive as they can as quickly as possible.
- Introduce them to your learning processes, systems and policies (see compliance above), so they know what provisions you’ve made for them and what is expected of them.
- In the earlier days, regularly carry out skills assessment tests, so they know what areas need improvement and how quickly. Tests will positively impact their ongoing development.
- Provide supervision and mentoring for the new employee. This makes sure they have someone they can always talk to if they hit any road bumps. Besides, supervision also keeps them on their toes.
- If they need any role-specific training, set them up with that as well.
Forty-seven percent of active job seekers cite company culture as a driving reason for looking for work.
Further, 35 percent of American workers say they’ll pass on the perfect job if they felt the company culture wasn’t a good fit.
Your company’s culture is more important than you may have thought. If new hires even get the impression that your culture isn’t inclusive (or diverse), if they learn that their needs aren’t a priority for your company, many will turn down job offers from you.
- Explain your company culture and values to new hires. This helps them understand your “why.” When they’re aware of your why, they’re much more likely to understand how their work makes a difference.
- Introduce them to their team members and every other person they’ll work closely with regularly.
- Introduce them to key people at the company, such as management team members, departmental heads, and IT support.
- Help the new hire foster connections with people at the company by setting up welcome events like starter meetings with the CEO, Friday after-work drinks, and welcome lunches.
Helping the new hire build connections with teammates and supervisors helps them feel more comfortable and engaged in their new role.
Chapter 4: Coat of Many Colors – The Main Types of Onboarding
Now that you know the basic bases of onboarding, I’m sure you’re wondering what type is right for your company. Because let’s be honest, onboarding for the military is vastly different from onboarding at Apple.
In the military, there is no one-on-one interaction. Training is done as a group. Yes, sir! No, sir!
This is in stark contrast to Apple, where employees say they receive weekly or quarterly feedback…and where a whopping 64 percent say they’re comfortable giving feedback to their managers.
New hires are at their most vulnerable for the first year, and top-level organizations make sure their onboarding process lasts for as long as a year.
And in that time, three dimensions that employers should focus on are organizational, technical, and social onboarding.
Organizational onboarding aims to get the new hire acclimated to the new environment—namely your organization.
Teach them how things work.
One of the basics is teaching them what they need to function day in, day out. Show them where to park their car, where to get their ID, how to navigate the building. Also, give them basic information on regulations and policies.
It doesn’t stop there. Help them to understand your workplace language. There’s usually a litany of cryptic acronyms that you use in your company.
It helps to provide a glossary of terms that your new hire can use. This prevents them from asking the next guy the meaning of SSRP every other minute.
Help them assimilate and adapt to the company’s organizational values and norms, especially during the first key intervals—three, six, and nine months.
This step follows logically because every new hire needs some technical training. Even though they’ve had tons of experience before joining your company, they still may be unsure how to use it within your company’s ecosystem.
And out of frustration, they may resort to using past references to establish competence. This is what may lead to them using the tired phrase, “In my last job…”
The first thing to do is to let them know what “good” looks like in your company. From day one, provide them with clear, detailed job descriptions that let them know any boundaries around authority or available resources they should be aware of.
Clearly outline their decision rights, so they know where their autonomy begins and ends.
You should also set clear, realistic goals for them. At first, only set goals that aren’t too much of a challenge, goals that you’re confident your new hire can reach. If all goes well, gradually increase the responsibilities you give them.
This builds trust and shows that you’re paying attention and committed to the new hire’s growth.
During this goal-setting process, you can discuss skill gaps and then actively make plans to close those gaps.
New hires who understand and know that they’re contributing to the organization’s progress become more confident and feel loyal much quicker.
There’s nothing worse for a new hire than when they feel alone and isolated. In the first three months, they are the most uncertain and the most vulnerable.
This is why you should pair them up very quickly with other team members who can help them feel like they belong.
Besides, building social capital with teammates helps build trust and helps team members work more harmoniously.
If you want to retain the top talent you spent top dollar to acquire, you’d do well to create a positive first experience by helping them settle in as quickly and easily as possible.
Organizations with efficient onboarding processes experience 62 percent greater new-hire productivity, along with 50 percent greater new-hire retention.
Companies that invest time and effort into onboarding their new hires will reap the benefits. And if you want to be a top choice for top talent, make sure that every new hire’s organizational, technical, and social needs are adequately met.
Chapter 5: How Long Should an Onboarding Process Last?
Now that you know the basics of onboarding and what key areas you should pay attention to, I’m sure you’re asking, “How long should a good onboarding process last?”
Well, as with most thorny questions, the answer is: it depends.
It depends on the type of company, the complexity and sensitivity of the job, and the amount of knowledge the new hire needs to acquire. In some companies, the onboarding process spans up to two years.
L’Oreal is one such company.
The typical onboarding process, however, only lasts for one year. Part of the onboarding process is figuring out how long the onboarding process should last.
Don’t fall into the trap of thinking that the new hire can learn a lot very quickly.
That’s a recipe for disaster.
Many managers think that they can complete onboarding within a week, but they don’t think about the implications of week-long onboarding.
Is it reasonable to assume that your new hire can learn about your company, its policies, and politics within the first week of joining? Coupled with the technical, social, and organizational aspects they have to learn?
Or isn’t it more likely that they will be overwhelmed and only retain a fraction of the verbiage you throw at them?
When it comes to your onboarding process, it’s more important to think long-term when you’re training them.
You’ll be rewarded with an enthusiastic employee working with you rather than one who heads for the door within the first year.
Chapter 6: What to Do During Each Stage of Onboarding
What should you do to make for a painless integration for the new hire? What should you have set up for them before their first day? What should follow in the first month?
How about the first year? What should you do to make things easier for your new hire?
We’ll explore answers to that in a bit.
Before the First Day
Onboarding starts even before the first day the hire gets to their desk. You can take care of a few things that will make sure your new hire is off to a great start.
Prepare All That They’d Need
Before they resume, try to get most of the hurdles out of the way. Here are some things that you can prepare that makes things easier:
- Security logins and access keys
- A fully functional computer
- Monitors, cables, mice, etc
- Logins for hardware, password management tools, role-specific software, and apps
- Profile created and logins shared for time and an attendance tool
- Specialized tools and equipment
- Uniforms and name tags
And if, for some reason, you cannot figure out what your new hire may need, talk to another team member in a similar role or a team leader. Ask them for a walk-through of their typical day, and very quickly, you’ll discover some things you may have forgotten.
Get Paperwork Out of the Way
Paperwork can be annoying because, in the beginning, there are so many documents to complete. And out of excitement, a new hire may fill out incorrect details.
Beforehand, send them all the forms so they can fill it calmly and submit what they need. A wrong bank account number can significantly hold up things.
Below are a few other critical items you need to get out of the way before day one.
- Employment contract
- Policies that require acknowledgment
- Payroll forms, including banking and tax forms
- Visa and work requirements
Electronic acceptance is one way you can cut down on paperwork time. You can eliminate delays that could be caused by postage hiccups, filing, and manual data entry.
The sooner you can get the paperwork out of the way, the sooner you can focus on onboarding’s engagement side—the social and technical aspects.
Share Vital Information
This is one thing you can do that will ease your new hire’s integration into your company.
Let them know your company values, a bit of history, and the culture of your organization. Before they even step foot into their offices, you can use this chance to reinforce your brand values and culture.
Don’t give them too much information. Instead, give them just enough information to help them at least feel what your brand and culture are all about.
Here are a few key things to consider sharing with them:
- Company vision, values, and history
- Team introduction—who’s who in the zoo
- Invite new hires to group chats so they can at least absorb some information
- Team rituals and ceremonies—what to expect
- First-day schedule
If you cover these bases, you’re already on the right track. Comprehensive information will instill some confidence in the new hire, and the first day will not be as scary.
Again, remember not to overwhelm them. Only give them just enough information so they can have an idea about how things work.
Have a Plan
It is essential to have a plan before your new hire shows up for work.
Many companies have formal programs that always include the same elements, while others may have role-specific training modules.
It would be best to outline everything that your new hire needs to learn and then start assembling the blocks. What goals do you want to set for the first week? The first month? How will you identify and address their learning gaps?
Determining your check-in points, metrics, and training approach in advance will lead to a smoother, more straightforward onboarding process.
With SweetProcess, you can store and share all the paperwork and information your new hire needs to achieve some autonomy. With the account you create, you can access policies, paperwork, guidelines, etc.
Simply put, SweetProcess is a clever all-in-one solution to a knotty problem.
Onboarding from Day One Through Week One
The big day arrives.
Your new hire shows up, eager and ready to work. By now, you should have already taken care of the paperwork set up their desk with all they need.
But it can still be daunting walking into a new office. Sometimes even the most competent employee is out of their depth. They still fear the unknown. Unfamiliar faces surround them, and everything is foreign.
It would be best if you made this first day as easy as possible by providing ample direction. They should always know the next step. They should never have to guess the next step.
The aim of everything you do on the first day should be to set expectations and introducing objectives.
In line with setting expectations and introducing objectives, one thing you must do is to set up your new hire by meeting a key employee.
Instead of making awkward small talk, ensure that essential things are talked about.
Review the original job description, remind the new hire about the job requirements, and review the metrics with which you will measure their performance.
Will it be tangibles like customer acquisition or intangibles like customer satisfaction?
Going further, don’t forget to talk to them about what work at your office is like. Let them know what behaviors aren’t acceptable within working hours and even those that aren’t acceptable outside working hours.
And it shouldn’t be a monologue either. Let them ask you questions while you respond as thoroughly as you can. To take it a step further and to make for a thorough learning process, answer your new hire’s questions through email so they can always refer back to your answers.
Use this period to establish expectations and let them know when to expect check-ins over the next few months. This helps keep them prepared.
Since they’re new, it’s a brilliant idea to pair your new hire with someone who already fills the role they’ll soon enter.
Even if you don’t pair them up with a team member in a similar role, at least pair them up with an equal colleague so that they can have an idea of what the office pace is like, and so that they can have an idea of all the roles and duties they will likely be assigned.
This helps them understand how they fit into your team and what types of projects they may eventually work on.
This type of hands-on experience helps them learn faster when they experience it first-hand instead of when they’re only told what to do.
Set up an Onboarding Schedule
Once you’ve set expectations and the new hire has become acclimated to the office’s pace and is settling in, the next step is creating an onboarding schedule that your new hire can follow over the next week or two.
Set up meetings with managers and senior team members in advance and ensure that all the items they need to check off are included on that list.
Remember that preparation is a key ingredient for success, and this is true as well for onboarding.
Onboarding Between Week One and Three Months
After you’ve introduced the new hire to your company and its culture, introduced them to their team members, and you’ve given them all they need to do their jobs, it now becomes a race against time for them to learn as much as they can about their new role and to become as productive as they can.
You need to make sure the new hire is productive as soon as possible. There is nothing as awkward as the new hire having to watch other people work but not doing anything themselves.
This is why you should, as soon as possible, assign them work, so they begin to feel like part of the team. You can start with small tasks and gradually increase the roles’ sensitivity and complexity as they prove their expertise.
An excellent way to get them started is to assign them work that requires working with someone else on the team. This helps achieve two things: first, it acts as a safety net and creates a safe environment for them to make mistakes and learn from them.
Second, it helps them get to know their colleagues and helps them build social currency. It helps them get to know their teammates better and work with them better. This helps with the social onboarding we talked about earlier.
Seventy percent of employees say friends at work are the most crucial element to a happy working life, and 58 percent of men would refuse a higher paying job if it meant not getting along with co-workers.
So, assigning work and then pairing them up with other colleagues is the best way to help build these connections while learning to do their jobs well.
Hold Regular Check-Ins
As long a new hire is, well, new, they will always have questions about their roles, things they don’t understand, etc.
And so, regardless of how quickly a new hire seems to be picking things up, still make sure to hold regular check-ins so that you can stay updated on their progress.
You can schedule check-ins at one month, 45 days, and 90 days to make sure they’re on track and meeting any goals that you’ve set out.
Regular check-ins help you notice if your new hire is struggling or needs a different type of training instead of leaving them to figure out things themselves.
You can also more easily talk about serious topics like performance and expectations, which are challenging to address in casual settings.
Not everything has to be about deadlines and performance metrics. You should also spend some time reinforcing your company culture with your new hire.
Make sure your new hire is sufficiently exposed to company culture. In addition to that, encourage them to participate as much as possible.
To provide as much exposure as possible, talk with them about the company culture’s tenets and what the company’s mission and values are.
Further, you can show them how the company’s culture and core values have affected and influenced real-life decisions in the past. To make sure the grasp of their culture is thorough, introduce some variety.
Show them how the culture guided some significant decisions in the past and contrast it with how it guides smaller day-to-day decisions.
For each core value, you can give a real-world example. This would make the core values more than just idealistic words on a page. This way, the new hire can more easily assimilate your company’s culture and understand why top-level management makes some decisions and why everyone else does things a certain way.
Another thing you can do is to set up the new hire with social media.
In a Forbes article, Ryan Scott points out that nearly 60 percent of employees use social media to build relationships within their company.
Connect your new hire with your company’s social media accounts so they can meld with your work culture.
The aim of all these is to fold your new hire into the culture of your company so that they will become a company adopter and, hopefully, a company adder in the future.
Onboarding Between Three Months and a Year
Ben Peterson, CEO of BambooHR, says, “Unfortunately, only 15 percent of companies continue onboarding after six months,” he said. Remember, nearly 90 percent of employees decide whether to stay or go within that first six months. “You have a huge impact on that choice. Sometimes you just have to show that you sincerely care.”
As we’ve already established, you can’t just onboard your new hire for one month and then decide to let them be. Instead, it would be best if you continued your onboarding efforts until the new hire can become fully productive without needing any supervision or input from you.
Here are some things that you can do to continue your onboarding efforts even into the first year.
Regularly Provide Feedback
Your new hire cannot grow without feedback. Feedback is what lets them know where there’s room for improvement. It also allows them to know when they’re doing things well.
Regularly hold feedback sessions with your (now not-so-new) hire throughout their first year.
Choosing to provide feedback only during the annual performance is dangerous because doing so will ensure that your employees miss opportunities to learn from their mistakes. You will also miss out on opportunities to praise them for jobs well done.
Ongoing feedback helps to keep the communication lines between manager and employee open. A team culture where kudos is given freely and correction is given without judgment helps build psychological safety for your team, especially for that greenhorn who has just joined your team.
If your employee does something right, don’t forget to make a small celebration out of it and praise them. Likewise, if they make some mistakes, don’t hesitate to address those issues immediately.
Remember that your new employees are new and have no idea how things work. They need feedback to grow.
Be Intentional About Team Building
Don’t assume that your team members will get along just fine. Take steps to ensure that they get on well together.
Remember that people don’t get to cherry-pick their colleagues. So create opportunities for your employees to interact with each other in constructive ways both inside and outside the company.
Provide your new employees with a “get-to-know-you” survey. Partner them with another employee who can show them around for a few days. These small steps can make an employee feel like they genuinely have a place in the organization.
Your team members will benefit immensely from personality assessments when hired and self-development surveys throughout their tenure at your company. Team members who understand how their colleagues think, work and communicate, stand a better chance at working together cohesively than if they’re left to figure things out independently.
How SweetProcess Can Help with New Hire Onboarding
Onboarding can be cumbersome if you don’t have the right tools or all the information you need in one place. If your systems are challenging to understand and unorganized, you will considerately slow down your onboarding process, and new hires will have many more hitches than necessary.
But SweetProcess is a tool you can use to organize all the chaos into a documented step-by-step process that is easy for anyone to use, even for the first time.
For instance, Clickfunnels had a problem, and they used SweetProcess’s powerful suite of tools to solve it.
The company was expanding at an unprecedented rate, and as more people moved higher up to become team leads and managers, onboarding the incoming hires became a nightmare.
They attempted to use anything they could lay their hands on, including Microsoft Word, Google Docs, Google Sheets, Google Slides…
It didn’t work out well, as G-Suite didn’t meet their needs.
To avoid chaos, they knew they had to systemize. And fast.
But they were also concerned that systemization would curb the creativity of their team. This was a valid concern, considering that their culture was one that actively encouraged creativity.
However, when they took the bold step to systemize and document all their processes, new hires could become autonomous for the first time, and management found that they had more time to be creative and focus on passion projects.
If you’re getting overwhelmed with questions from new hires or don’t have an organized process that new employees can follow without needing your input all the time, SweetProcess can help you create some order.
Do you want to enjoy these benefits and more in your organization? Sign up for a 14-day free trial of SweetProcess. Credit card details are not required for the trial: simply sign up and use the tool. If you like it, you can choose to subscribe to it later. You can visit the SweetProcess homepage to learn more about the software and pricing plans.
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