THE ONBOARDING PROCESS – HOW TO GET IT RIGHT

Inclusive Cultures Don’t Happen by Accident — They’re Built Intentionally

Following International Women's Day, many organisations reflect on progress.But for finance leaders and hiring managers, the more important question is this: What does inclusion mean in practice — and how does it affect performance? Because this isn’t just a culture conversation. It’s a capability conversation. Inclusion Impacts Talent Attraction The best finance professionals — at every level — have options. They are looking for: Transparent progression pathways Visible meritocracy Leadership that values contribution over presence Environments where performance is recognised fairly If an organisation’s culture unintentionally favours “proximity” — those closest to decision-makers — it narrows its own talent pipeline. And in a market where specialist skills are already in short supply, that’s a commercial risk. Meritocracy Must Be Visible Many businesses describe themselves as meritocratic. But candidates assess that through lived signals: Who is in senior leadership? Who is promoted internally? How are flexible working arrangements handled? How openly are development opportunities discussed? In accountancy and finance particularly — where progression paths are structured and performance is measurable — fairness needs to be both real and visible. High performers want clarity, standards and consistency. Leadership Behaviour Shapes Retention Inclusive leadership isn’t about grand gestures. It’s about everyday behaviours: Who is invited into strategic discussions Who is given stretch projects Who is credited publicly Who is sponsored, not just mentored Retention in finance teams is rarely lost because of salary alone. It’s often influenced by visibility, opportunity and recognition. Businesses that understand this tend to build stronger, more stable finance functions. The Commercial Case for Inclusion Diverse and inclusive teams bring broader perspectives to: Risk assessment Strategic planning Commercial analysis Operational improvement For CFOs and Finance Directors, inclusion isn’t a compliance issue. It’s about building balanced teams capable of better decision-making. The organisations that approach inclusion intentionally — rather than reactively — are often the ones that outperform in the long term. Beyond Awareness Days International Women’s Day creates valuable momentum every year:But sustained progress comes from: Clear promotion criteria Transparent hiring processes Conscious leadership development Ongoing cultural accountability In today’s hiring market, an inclusive culture isn’t just about employer branding — it influences who joins, who stays and how teams perform.

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Creating the right impression for new employees starts before their first day. Getting the onboarding process right is vital to ensuring that your new team members feel part of the organisation and settle in quickly. Here are our top suggestions for what you can do to make sure that the experience is the start of a successful and productive experience for employer and employees.

Having a good onboarding process will contribute significantly to your staff retention levels – it’s not just about the employee needing to make a good impression from the outset; during the first few weeks, new starters will be looking at every aspect of your company.

Get a head start

You don’t need to wait until a new employee’s first day before starting the process; to ensure a smooth transition, consider what information can be gathered and provided in advance – such as copies of policy documents, supply of bank details etc. It is also worth preparing a pack of useful information (which can be provided either online or in hard copy format) which details information about the company and team structure as well as an outline of what to expect during the first week.

One size doesn’t fit all

Whilst there will be information that will be relevant to every employee, try where possible to personalise the onboarding experience so it can be tailored to suit new starters at different levels of seniority and job roles.

Be sure to include relevant information about your new starter’s department, what its key aims and objectives are and how it supports the company’s overall business strategy. Demonstrate that you are looking to support your new team member by providing an introduction to key members of the organisation – particularly those with whom they will need to build a working relationship with quickly.

Information overload

Getting the balance right between providing too much or too little information is a tricky one. As tempting as it might be to make more resources available than necessary so nothing is overlooked, being faced with pages and pages of materials to absorb can be overwhelming and confusing for an individual to get to grips with in a short period of time.

Consider what information is essential and perhaps look at how other resources can be provided in more manageable quantities over a longer time period.

A collective effort

It will primarily be down to a new starter’s line or department manager alongside the company’s HR function to be responsible for the onboarding process but that is not to say other members of the organisation don’t have a key role to play.

An important element of the onboarding process will be to introduce a new employee to other departments and senior managers; ensure they understand how they can contribute and the information that they should share about their role and the work that their teams are involved in.

Feedback

Remember that everything that you offer during the onboarding process should be geared from the employees’ perspective. Be sure to check in with new employees are regular times during their induction and probation period to see if there is anything that they feel hasn’t yet been addressed.

It is also worth regularly reviewing the onboarding process as a whole; speak to people who have recently joined the company to ask what they did or didn’t find useful, what they would have liked to have been included and use this feedback to shape and refine your processes moving forward.

Sharp Consultancy specialises in the recruitment of finance and accountancy professionals. With offices in Leeds and Sheffield our highly experienced team of consultants recruit for temporary, interim and permanent roles across the full spectrum of positions throughout Yorkshire and beyond. CONTACT US today and speak to a member of our team about your next career move.