All the heavy lifting has been done. Your team found an amazing new medical sales rep. This new team member fits all of the qualifications, aligns with the company values, and is an all-around successful hire.
This is when you take a deep sigh of relief, right?
If you do, this top-of-the-line medical sales rep could be one of the 1 in 10 new hires who quits their job because of a negative onboarding experience. This incredibly high statistic from a recent CareerBuilder survey should hit you like a ton of bricks.
After all, you understand what goes into landing that new hire — both employee time and money. This headache of employee retention, however, is one company leaders deal with on a daily basis. While the issue will never fully go away, it can be improved upon by understanding the type of tools and support medical sales employees need from day one.
Here’s how you can start giving new hires the experiences they want and deserve:
1. Openness and honesty
Most company leaders encourage new hires to ask questions. The more questions they ask, the quicker they become acquainted with their role and the inner-workings of the company. Unfortunately, this tactic often backfires.
New employees can’t possibly know what they don’t know, and this quickly leads to them feeling out of the loop in their new workplace. Consider, for example, decision-making processes. While 80 percent of new hires want there to be transparency about how decisions are made within the company, according to a recent Slack report, most do not know what questions need to be asked about these actions.
Take the initiative to volunteer this type of information during the first week of the onboarding experience. It’s important to find a balance between information that gives them a clear idea of how the company runs and overwhelming them with too much information at once.
Think about their role and how it aligns with the decision-making process. Medical sales reps will want to know who makes pricing decisions, who sets goals, and where their manager gets their orders.
Giving them this quick lineup helps new hires gain a fuller picture of how the company is run, making them feel at home more quickly.
2. A slow walk through future possibilities
Medical sales reps are all about innovation. Their passion revolves around new products, advancements to current ones, and their ability to further help customers and patients. In fact, 33 percent of medial sales reps in our 2019 Best Places to Work report say innovation is the most important quality in an employer.
But all of this excitement can easily overwhelm a new hire. They’re just starting a new job and all of the chatter about the future offers new and scary complexities they’re likely not ready to face — at least not alone.
Offer inspiration at a slower pace. Walk new hires through the timeline of possible developments and the action plans associated with them. Each possibility is an inspiration for the new hire’s future at your company. So, giving them an estimated timeline shows them there’s time to get settled, and it also gives them a glimpse into their exciting development with your team.
3. Frequent and detailed feedback
Within the first few weeks of employment, new hires will hit a fight or flight mode. Without the proper feedback, both positive and constructive, they’ll have nothing to fuel their ‘fight mode.’
From the very first day of employment, let your new hires know it’ll take time for them to get their bearings — and that’s OK. Show them you’ll be there every step of the way to help them get acclimated by offering daily, detailed feedback.
It can be simple, yet encouraging, like, “You’ve set-up your email, got your office organized, and met with your mentor this morning. Great job quickly checking off your to-do list!” Or it can be more detailed, for example, “The daily reports are tricky to get down. That’s why we have a check system in place for the first month! I see you missed a step on Friday’s report. Let’s sit down and do Monday’s report together.”
No matter what feedback you’re offering, it should give new hires the confidence and encouragement to push through and fight for this new role.
4. The opportunity to offer feedback
An unbelievable 30 percent of job seekers in a recent Jobvite report say they’ve left a new job within the first 90 days. For medical sales reps, that’s barely enough time to meet all the clients on their list. The focus here shouldn’t be that they left. It’s a matter of why they left so quickly.
To increase your odds of enticing new hires to stay, it’s critical you first know where things are going wrong throughout your onboarding process. Go straight to the source. Ask new employees for feedback about their own onboarding experience from the first week to their 90-day mark.
Their input will give you information on the organization as a whole, how effective leaders are during the onboarding process, and if co-workers are helping or hurting the situation. As you identify issues, you’ll have more power and knowledge to squash the issues before more new hires enter the onboarding process.
What part of your onboarding process keeps your new hires interested? Let us know!