Partly due to "the war on talent," companies today are creating more space for onboarding, the comprehensive process by which they welcome a new employee. Welcoming someone properly and quickly integrating them into the team could significantly influence the positive progression of their "employee journey," thus increasing the likelihood that the new employee will stay on board longer.
In the onboarding practice, there often remains little time specifically allocated for pure occupational safety. However, for certain groups of employees, it is crucial not only to return home satisfied but also healthy and physically intact. This is an additional advantage for employers because an increasing number of candidates consider this a decisive argument during the application process.
This article highlights the added value that a thorough collaboration between HR and HSE brings to the onboarding process. It provides practical suggestions and special attention to the integration of those at higher risk of occupational accidents.
Inspiring for those who wish to review or thoroughly revise their own onboarding policies.
Successful onboarding
When is the onboarding process successful? In short, when newcomers - unfamiliar with the organization - become integrated members of it. When they have built their own network within it. When they feel motivated, proud of their role within the organization, and align it with their personal goals.
This process typically takes months to up to a year. Therefore, for some employees, initiatives during the first week or month may not be sufficient, and people might leave within their first 45 days. Apart from the extra cost of replacement with such abrupt immediate outflow, less motivated and productive employees who never truly became engaged or properly trained also weigh down the organization.
Successful onboarding is a two-way process of sharing knowledge, conveying values, and establishing a sustainable relationship. This journey takes place simultaneously in four domains, with some requiring more time than others:
- organizational: administrative tasks, providing the right materials to perform the job well
- operational: safety training, clarification of roles, and company jargon
- cultural and strategic: familiarizing with the company's vision, goals, and commitments
- social: feeling welcomed, becoming a fully integrated group member
These domains fall within the purview of both the HR and HSE departments. The better they synergize for development and implementation, the smoother the program will run - and more importantly, the greater the benefits for both the new employees and the organization.
There isn't one "right" approach to successfully onboard people. Organizations should primarily seek, develop, and follow their own approach. However, do's-and-don'ts and best practices can provide inspiration and be meaningful for self-evaluation and improvement.
Numerous studies indicate that the time and resources invested in onboarding policies have a clear impact on several factors:
- A significant reduction in turnover within the first three years and a corresponding decrease in the recruitment budget
- Earlier achievement of "full productivity"
- Maximum employee engagement and motivation
Contemporary Phased Onboarding
The onboarding process consists of several phases that are not rigidly defined. There is also no detailed legislation available on this matter. The Codex on Well-being at Work (Book 1, Title 2, Chapter III) only mentions what could be considered mandatory minimum conditions for the employer:
- designating a member of the hierarchical line to organize onboarding or organizing it as the employer, preparing and signing all documents;
- having this person sign a declaration confirming that the onboarding of the new employee has been conducted;
- ensuring that the instructions given are followed and that the new employee has understood all the information properly;
- having the new employee guided by an experienced and designated employee;
- providing training adapted to the workstation or function;
- adjusting this training to the evolution of risks and the emergence of new risks.
Obviously, the concrete implementation is function- and sector-specific, but regardless of the unique company culture and specific operational needs, every onboarding process goes through the same phases: preboarding, orientation/induction, and integration.
Preboarding
Currently, preboarding is considered to start from the moment the applicant and employer have chosen each other - from contract signing until the first day of work. If there's a moment of reticence during this period, you risk losing the connection that has just been established. Nourishing this connection with attention works much better than revisiting it weeks later.
It reduces stress for the employee leading up to the start and eases the pressure on the organization during those first days.
Therefore, many organizations proactively start with operational matters such as signing contracts and forms and providing access to systems shortly after reaching an agreement in the job offer negotiation.
🡪 Practical Tips for Good Practice during Preboarding:
- personalized invitation for the first day (with clear information on where and whom to report to, company accessibility, and entry)
- timely access to the intranet or other company communication channels
- a warm welcome by posting a photo of the contract signing on the employee platform
- allowing the employee to introduce themselves in advance saves them from having to introduce themselves extensively on the first day
- handing out a welcome gift (e.g., flowers, merchandise, discount vouchers for purchasing company products)
- fitting work attire and/or specific PPE
- sharing company news or recent developments with the newcomer, e.g., through newsletters or social media
- inviting them in advance to informal meet-and-greet moments like a drink or lunch (a starting group can have lunch together)
- company-related basic guidelines can be shared digitally in advance. Matters such as smoking policy, parking policy, speed limits, wearing PPE in certain areas, dealing with absences and clocking in, the expectation that everyone responds to unsafe situations, or even the entire health and safety policy can be reviewed calmly in advance.
- last but not least: handing out a sort of starter guide containing general information about the company, an overview of all employees, as well as a list of nearby eateries, fun facts about the organization, a summary of all training sessions, and so on.
Orientation/induction
In the onboarding process, some distinguish between induction and orientation, while others run them alongside or intertwine them. Induction is what you organize to welcome employees into the organization and its culture. Orientation is the process of acquainting people with the policies and guidelines of the organization, which are still new to them.
During orientation/induction, typically brief programs are provided to acquaint newcomers with basic employment information (such as compliance procedures, paperwork, and job skill training). Some of these topics can potentially be addressed during the preboarding period.
Summarizing the entire process into a logical plan jointly developed by HR and HSE creates space. It prevents overwhelming someone with a long and highly concentrated information injection that ultimately leaves little lasting impact. Both the corporate and safety culture, and especially the new employee, deserve better than a flood of information.
Orientation/induction, if professionally and intelligently managed, offers an impressive opportunity to establish safety expectations and behaviors and emphasize the safety culture of the organization. For instance, revisit everyone's responsibility in work safety by addressing communication behavior and everyone's role in it. Introduce the safety roles, team leaders, and the confidential advisor. Highlight the correct channels or appropriate times to approach these individuals and the etiquette surrounding them within the organization.
Allocate sufficient time for induction activities and appoint the most suitable person to deliver certain training sessions.
There are numerous apps and digital applications that transform HSE training into digestible and visually appealing modules. An advantage is that the employee can see their progress themselves, which can easily be assessed during evaluations.
Making training stick
Consider elements from instructional design and learning processes. The way information is presented varies from individual to individual in terms of memorability.
Dale’s Cone of Experience (1) suggests that we remember 10% of what we read, 20% of what we hear, 30% of what we see, 50% of what we hear and see, 70% of what we discuss with others, 80% of what we evaluate and debrief, and 90% of what we teach others. Moreover, the medium through which learning is best remembered differs for starters from different age groups. (2) For example, Generation X (1965-1981) remembers the most from a mix of video instruction and on-the-job learning, while Millennials (1982-1990) perform better with a combination of video, mentorship programs, role-playing, classroom and practical learning.
During the induction phase, provide a detailed timeline indicating which training sessions the newcomer must undergo, within which period, and what objectives they must achieve. Also, establish periodic feedback and evaluation moments, both regarding technical safety matters and psychosocial well-being.
>> Practical Example:
In 2020, a department of the Flemish Community surveyed 118 newcomers (started between May 2018 and May 2020) about their onboarding experience. Such a survey is recommended in every company.
According to this survey, the don'ts or turn-offs during orientation could be attributed to less well-timed and practical organization:
- managers who didn't show up or didn't have time for an introduction;
- own work tools such as laptops not being ready on time or inability to log in;
- additionally, some respondents found it very difficult to gain a clear understanding of the complex structure of the organization and their own role within it. This made them feel lost and uncertain;
- others would have preferred to receive the wealth of information spread over time, divided into “need-to-knows” and “nice-to-knows”, and experienced the first week to weeks as downright stressful;
- assigned mentors sometimes didn't know what was expected of them in this role. Some took on a lot of responsibility spontaneously, whilst it was more of a chore for others.
Do's for a more successful orientation:
- take into account that most people feel psychologically insecure as newcomers and are therefore vulnerable. In this state, they are particularly sensitive to all instructions, including the unwanted or wrong messages. Example figures who do not take occupational safety seriously at least implicitly convey the message that this is permissible or even the norm;
- seek creative techniques to avoid information dumping and fill-in marathons;
- utilize team members with strong coaching skills to provide appropriate and, above all, human support to the newcomer, instead of throwing them into the deep end and applying the sink-or-swim strategy;
- in consultation between HR and HSE, schedule the timing and content of follow-up for newcomers and include these, along with the training matrix, in the organization's DRMS;
- choose "Every Detail Matters" as the motto for this aspect of the onboarding process: every step, every action, every communication carries potential implications, not just for how quickly and efficiently an employee gets started, but also for the organization's overall image and values;
- it is never too late or too early for an "induction makeover." A handy guide for this can be found, for example, in the e-book "Best Practices for New Hire Orientation, Onboarding, & Training" (2020, Intertek Alchemy). This e-book, originating from the food industry, sets you off with a structured approach featuring solid information, timing examples, and checklists.
Integratie
Following what was previously known as the induction period, the third phase is integration: during this period, both on and off the job training can continue. Employees who are given the space to develop broadly tend to be more satisfied, motivated - also used to address unsafe situations - and loyal.
If all goes well, the newly started employee gradually finds their place within the organization and among colleagues and supervisors. This social contact is essential for creating psychological safety. On the other hand, it is crucial to pay attention to recognition and appreciation.
🡪 Practical tips for this phase:
- Keep your finger on the pulse and don't wait six months; this way, you won't miss any signals of dissatisfaction or discouragement;
- Use one of the many types of employee surveys to gauge progress in the onboarding process and workplace satisfaction;
- HR managers, as well as mentors or buddies, can express their concern for the well-being of the new colleague and offer the opportunity to address any questions or areas for improvement through targeted questions. How are things going for you here? What made you feel welcome? / What makes you not feel completely at home yet? What is your role in ensuring safety at work? Can you describe what is expected of you? In what areas would you still like to grow, and how can we support you in this? Etc.
“Summarizing the entire process into a logical plan jointly developed by HR and HSE broadens possibilities”
Critical moments for Safety Culture
"You never get a second chance to make a first impression." In any learning process, there are more and less ideal opportunities to instill knowledge and habits. The preboarding and induction phases are critical moments for safety culture. Especially for factory workers, but equally for administrative staff, this is where the image of the company they have just joined is formed. And therefore, whether safety is a priority is also determined here.
Whether you waste or capitalize on this opportunity largely depends on the actions taken at that moment. It's not so much about the duration but rather the content, the methods chosen, and the overall seriousness with which safety is approached that will make the difference. Onboarding should be a consistent process with phases aligned with each other, providing consistent information. Only then will the new employee perceive it as a credible journey.
Theory vs. Practice: How It Often Goes
All too often, in this specific part of onboarding, there is a gap between theoretical intentions and practical implementation.
“What did you receive regarding prevention and occupational safety?" "I got safety shoes." These are the words of Matthew*, an 18-year-old student working in a production environment*. His experiences are still more the rule rather than the exception, even in 2024.
On the day Matthew started his first shift as a production worker in the packaging of food supplements, he had already undergone a thorough examination by an occupational physician. The week before, the temporary employment agency provided him with a bundle containing the basics for safe work in this sector and this company. It included a list of food items he was not allowed to bring into the plant to prevent contamination, an evacuation plan, and the contact details of the hierarchical line. However, Matthew apparently did not immediately associate these with prevention and occupational safety. There was no follow-up on his first day of work.
This scenario is not exceptional, especially for temporary workers who are often rushed into work.
Matthew received the safety shoes, for which he had been asked his size but couldn't try them on beforehand. They were too big and uncomfortable. In the production hall, a permanent employee showed him what he had to do that day. It wasn't a complicated task. Instructions on how to stop the assembly line in case of emergency, ergonomics, hearing protection, or mask use were not provided. Matthew also used a pallet truck several times without receiving any guidelines. He had to ask his supervisor for earplugs because the noise from the machines was too loud. Communication with colleagues had to be done by shouting. By the end of the day, his handkerchief had the color of the supplement he had been packaging.
Matthew underwent a medical examination, and important information was provided to him as a reference on paper. However, this information had little meaning on the floor and was not tailored to the position he would be working in.
The designated person provided him with the most essential instructions. Space and time to ask questions were not denied but not suggested either...
More Vulnerable Groups of Employees
Matthew's story is not unique. Flex workers are often pushed to start working as soon as possible. However, job students, interns, temporary workers, contractors, and new employees in industrial environments significantly underperform in the statistics of (fatal) workplace accidents. (3) (4) They are reported to have up to 50% more chance of serious/permanent injuries during their first 12 months on the job. In these environments, inexperienced non-native speakers and individuals with low literacy are even more vulnerable. (5)
This has been observed by Winand van Lil (Seekurico) in recent years, who is an expert analyst of fatal workplace accidents at various European sites. He says: "That's why I advocate for thorough safety induction and follow-up tailored to the employee, even during internal reboarding for a different position. It's an ideal time to refresh the basics or check if they already had them integrated in their previous position.
In my opinion, there is still plenty of room for improvement, especially in terms of contractor management. Their employees are less -or not at all- familiar with the terrain, processes, and culture, and they are not yet systematically guided by those who hire them. When working with third parties, there is a lack of verification of safety knowledge, although excellent systems exist for this purpose, requiring little extra administrative work.
Something that I consider indispensable in a comprehensive DRBS but is also simply mandatory according to the Codex. The contractor must provide sufficient information."
Winand also emphasizes the importance of prevention efforts targeted at new employees. For example, workplace policies that emphasize risk communication that is understandable and accessible to non-native speakers, awareness of and protection against hazards, but above all, the empowerment of temporary workers who fear risking their employment if they prioritize their safety and report risky practices.
Food for thought to henceforth look at the familiar onboarding procedure through a different lens. On the Prebes website, you can find inspiring reading material (6) (7) among the resources to turn your HR department's onboarding program into a best practice. With expertise from both the personnel and prevention departments, you will surely develop an integrated process that is no longer a missed opportunity.
(1): https://www.growthengineering.co.uk/what-is-edgar-dales-cone-of-experience/
(2): https://www.alchemysystems.com/wp-content/uploads/2022/05/eBook-New-Hire-Onboarding.pdf
(4): https://oem.bmj.com/content/oemed/63/1/27.full.pdf
(5): https://seekurico.be/blog/alles-goed-begrepen-jaja-doet-het-verkeerde/
(6): https://trhrd.files.wordpress.com/2006/10/successfulonboarding.pdf
(7): https://www.alchemysystems.com/wp-content/uploads/2022/05/eBook-New-Hire-Onboarding.pdf