Make sure your new staff gets onboard effectively – before and after “takeoff”, until the optimum cruising altitude is reached. Successfully integrating new employees into the company is not merely something done on the side. Proper onboarding involves much more than simply handing out the key card and bouquet of flowers on the first day of work. To ensure a new staff member feels professionally and socially comfortable at your company and reaches the optimum cruising altitude as quickly as possible, you need to remember some things, and these apply to small and medium-sized businesses as well as large national or international corporate groups.

Effective onboarding – important for every new employee and profitable for your company. Recent studies show that newly-acquired staff who receive intensive, personalized orientation reach their full productivity about four times as fast. The amount of time they stay at the company also increases significantly. Conversely, a study conducted by RSVP GROUP in summer 2013 shows that many companies either do not properly recognize the potential of successful onboarding or fail to utilize it in practice:

These sorts of experiences tend to be more of the rule than the exception so there is obviously a need for action. Of course, personalized, targeted onboarding requires lots of time and energy. But it is worth it – for every new staff member and for your company.


Can you remember your last “first day” at a new company? How did you feel? You are joining a new company, and, as a captain or crew member, you are expected to be able to “fly” straight away. But every company is new territory with its own corporate culture, own language, own rules, new supervisors, colleagues and established structures and processes.

Whether it be after a new hiring or internal transfer, the onboarding of each new employee takes place at three levels: the professional, social and value-oriented level. The new staff member is also often faced with the challenge of filling three roles at once: as the new employee of his/her boss, as the new supervisor of his/her staff and as the new colleague of his/her peers. Coupled with this is the fact that three parties with different focuses are all working towards successful integration: the new staff member themselves, the supervisor and the relevant HR manager. They all have the same aim but different perspectives.


Onboarding begins for the new staff member once he/she starts dealing with the new task and the potential new employer. It has proven to be worthwhile for them to ask themselves the following questions beforehand:

It is extremely useful to answer these questions so the employee can get active in his/her new role. It also helps to communicate your own expectations and to find out the expectations of supervisors, colleagues and other staff. That is the only way to set up guardrails for the staff member to get his/her bearings and profitably apply or develop his/her skills.

The company can also get active before and directly after “takeoff”. There are many different ways and means of facilitating the new staff member’s integration into the company and his/her team:


The manager must generally fill a space in his/her team with someone who meets the vacancy’s requirements as far as possible. He/she describes the professional and social skills the new team member needs to possess and which can be further developed in the short term. The clearer these expectations are, the more successfully the new employee can be fully integrated into the team within a short period of time.


The company’s HR department not only plays a key role in recruiting and staff development but also in onboarding. Its specific expertise means it can ensure consistently high standards across the company when it comes to integrating new staff. Ideally, a responsible staff member or team will be appointed to look after the strategic and operational side of the onboarding process. Thus, their tasks are very diverse:

Air traffic controllers in the “tower” – We accompany you through a tailored, controlled and structured onboarding process. Our long-time experience has shown that companies are often not familiar with the aforementioned aspects and measures associated with successful onboarding or have not paid enough attention to them. If this is the case for you, we will be glad to assist as external air traffic controllers in the “tower”, so to speak.

We will teach you how to combine skillful expectations management with a consistent communications strategy, take all participating parties’ needs into account and address them no matter in which stage of the process they may be. We will also help you with the organizational and content-based side of establishing an “onboarding team” consisting of the superior manager, relevant HR business partner, an internal mentor for the new staff member and an external coach. And if you want to get started on your staffing decisions even earlier, we will provide you with a business culture analysis containing important reference points for filtering out the most suitable (not just professionally) candidates for a position from the pool of applicants during the recruiting process and subsequent assessments.

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