Career plan: how can you integrate it into the Onboarding?

The integration of a career plan in honor is an excellent way to motivate the new employee and show that there are opportunities for long -term growth and development. A career plan in honor can show the employee that the organization invests in its progress, which contributes to loyalty and commitment.

What do I wait for a career plan in honor?

The initial discussion must be focused on the employee’s aspirations and objectives At the beginning of the honor, the manager can organize a discussion with the new employee to better understand his medium and long -term goals. Using some questions such as “What was the moment when the entrepreneurs you worked with have particularly appreciated your job?”; “What is a time when you had great satisfaction with work or college? What did you do? “How images that your career will evolve in the coming years?” OR “What areas would you like to explore in the near future?” It can help set the management. During onboarding, the manager can explain how the employee’s performance and involvement contribute to professional evolution. The definition of performance criteria and their impact on promotion opportunities contribute to transparency and establish clear expectations.

The second step is to establish short -term, medium and long -term career objectives.

In addition to the immediate objectives to adapt to the role (short -term objectives), medium -term objectives can be discussed, such as the development of a new capacity or the guide of a small project. These objectives must be established in agreement with the new employee, according to personal values, the strengths, its stable points, its interests, the needs it has in the workplace but also the financial needs related to its lifestyle. It is a good opportunity for the employee to make an self -assessment and establish his priorities.

It is essential that these objectives are well analyzed before being fixed, because on the basis of the action plan it can be done to reach them. For this reason, it is recommended to set up the objectives of the type Shrewdto be Specific – precise, not general; Measurable – Know when approaching his touch or as much as he has to work there; Accessible – so that it is achievable, neither too easy but not too difficult to reach, so as not to risk abandoning it; Relevant – for the final goal of the employee and the possibility of being established in Time – a reasonable deadline to which the established objective is achieved.

An intelligent objective (specific, measurable, accessible, relevant, with a deadline) for an accounting employee may appear as follows: Improve the accuracy and efficiency of the accounting registration process to reduce errors and processing times.

• Specific: The employee will implement a double verification system of accounting documents and will use the advanced features of the accounting software to automate repetitive activities.
• Measurable: Reduce errors in the accounting registers of at least 20% and reduce the time required for monthly processing of 15%.
• Accessible: Training resources for the most efficient use of software and monthly overhaul sessions will be provided.
• Relevant: The increase in precision and efficiency contributes directly to the improvement of the workflow and customer satisfaction.

Inside onboarding, a first evaluation meeting can be established after 30, 60 and 90 days, to discuss progress and adaptation. During this period, the employee will need a mentor or access to other resources (online courses, external training budget) that can help him develop professionally and achieve his career objectives. It is important to underline here that it is not enough to give them access to these resources, it is necessary to be responsible for the acquisition of skills, new know-how and including this continuous training, if it is part of the organizational culture, it can be part of the evaluation and the financial bonus. The mentor can guide the employee in the development of essential skills and can help him better understand the professional path.

After the onboarding period, once integrated, the employee can have quarterly or semester meetings with the manager, in which it is possible to discuss the progress of the career, the satisfaction of the role and the next steps according to the objectives initially set.

In the long term, depending on the aspects observed in the collaboration with the employee, the manager can propose the measures to advance in the management or specialization in a specific field of the company, where he believes that his skills are suitable and necessary. In order to identify the opportunities to promote or change the role, a discussion is required between managers And employee, on the roles he could aspire to the company and the training phases necessary to reach them. A starting point can be the explanations on the hierarchical structure of the company, highlighting the opportunities for promotion and possible career transitions (e.g. as a specialist to the team coordinator or in another department). Subsequently, the manager can create a personalized development plan that includes courses, training sessions, participation in internal or external seminars, tutoring and coaching. This plan can also include activities to acquire new skills necessary for future roles.