A significant contributor to this situation was that many candidates felt that they were misled by employers about the roles that they had accepted and that the reality of the role was significantly different to the picture painted during the recruitment process. Additionally only a quarter of candidates felt that their induction experience was useful. Compounding this poor experience was their lack of confidence in being able to talk to superiors about sensitive matters concerning their employment.
This is despite that the fact that most SME’s and large employers alike have position descriptions for the roles in their organisations and that many organisations take serious care in establishing induction programs.
Of course it is perfectly true that many of these people do not carry through with their desire to find a new role. None-the-less it is a significant barrier to good performance to have so many new employees with a chip on their shoulders, so early in their employment.
There are a number of factors to take into account when considering this problem of employee dissatisfaction and not all of it lies with employers. For example, candidates may be victims of unrealistic expectations when taking on a new role, expecting a change of employment to solve problems that are more personal than employment-related. Plus many candidates only listen to the good points of a new role, whilst burying the not-so-good.
It is a matter of common sense from an employer’s point of view to ensure that position descriptions and other elements that contribute to the total picture of a role are up to date and accurately reflect the true nature of the role. Similarly, recruitment personnel and employers should endeavour not to over-sell a role, lest they sow the seeds of future dissatisfaction.
Just as important is the need to keep track of employee satisfaction in the initial weeks and months of employment. For example, managers should take the time to sit down with new employees and invite them to raise issues about expectations and the like. It is a good idea to schedule these discussions at critical points, say for the example at the end of the first week, first month and then at 3 months and on as required.
In summary, there are three essential components to the successful commencement of a new employee.
Ensure that:
1. The new employee has an accurate/truthful understanding of the role and the organisation they are joining.
2. A well thought out and comprehensive induction program is implemented.
3. That time is taken to review with the new employee their progress in the early weeks and months of their employment.
