Knowing How Much is At Stake, Onboarding is Personal for DentalOne and Rust-Oleum

Alexandra Levit, Managing Partner, PeopleResults
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(Editor’s Note: Today’s post comes from Alexandra Levit of Inspiration at Work). 

Last week, SilkRoad hosted Part I of our webinar series on mapping culture to the employee experience. Our initial panel consisted of Jackie Bressie, Supervisor, HR Technology, Reporting and Analytics at DentalOne Partners, and Julie Fiszer, Talent Acquisition Manager at Rust-Oleum.

Jackie and Julie shared many valuable insights into how they leverage strategic onboarding best practices to deliver on their employer value proposition and drive business outcomes. I was struck, however, by how carefully their organizations had crafted a welcome experience to address the exact needs of diverse groups within their workforces.

DentalOne has many types of employees, from doctors and hygienists to receptionists and those who work in the corporate office. Similarly, Rust-Oleum must cater to salespeople, emulsion plant workers, and distributors – among several others. Both organizations are keenly aware that a one-size-fits-all onboarding approach will not deliver on the promise of long-term retention.

DentalOne recognizes that it could be easy for new employees to get lost in its extensive network of corporate functions and individual dental offices, so the human resources team creates a sense of cohesiveness via a company app with a cross-functional orientation. “We want everyone to know each other and feel a connection to the organization,” said Jackie Bressie.

But DentalOne has also learned that certain hires have particular needs. For instance, some doctors wait up to three months before accepting an offer and starting work in an office.  During this long interval, the organization must begin onboarding in earnest, including reaching out personally to make new doctors feel welcome and valued, and to counteract any second thoughts. “Just because they agreed to come doesn’t mean they ultimately will,” added Jackie. “We need to still be in recruitment mode.”

During the recruitment and onboarding process, Rust-Oleum works hard to promote its culture of innovation and efficiency.  Regardless of their role, candidates and new employees proceed through the hiring process expediently, with the impression that the company knows what it is doing at every juncture. “We understand the impact of a person’s decision to quit a full-time job in order to take our opportunity,” said Julie Fiszer. As a result, Rust-Oleum offers frequent touchpoints to reinforce that the new hire made the right call.

But, as at DentalOne, these touchpoints are highly customized. For example, plant workers are usually concerned about how they will acquire the requisite steel-toed shoes as these can be expensive and hard to come by. Rust-Oleum’s talent acquisition group knew this via focus groups it conducted with these workers, and responded by proactively providing instructions and tips.

In designing their onboarding experiences, both DentalOne and Rust-Oleum have clearly benefited from a strategic approach that is consistent yet personalized, and driven by feedback and a desire for continuous improvement. We hope you will join us for Part II of this series on October 4, 2017 at 2PM EST, in which we’ll feature insights from AccessLex Institute and IRI Worldwide.

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