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Roberta Matuson
Identify the best talent in the world.
  • Identify
  • Acquire
  • Nurture
  • Retain

Roberta's Recent Publications

The Magnetic Leader

Employees don’t work for companies; they work for people. The more irresistible you are as a leader, the more pull you have for employees to want to stay and for your customers to remain loyal. Read Excerpt

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Roberta's Recent Publications

Talent Magnetism

Your company is only as good as the talent you keep. Learn the new rules for attracting top talent and getting them to stick around. Excerpt

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Roberta's Recent Publications

Suddenly in Charge

Honored by the Washington Post as a Top 5 Business Book for Leaders.

Learn how to manage up, down, and succeed all around... Excerpt

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Roberta's Recent Publications

Suddenly in Charge

Learn how to save your company millions by improving the quality of your hires, while improving productivity. Slash costly employee turnover.

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Resources

Are You Orienting or Onboarding?

The first ninety days of employment are critical from both the employer's and the employee's perspective. So what are you doing to ensure your employees are off to a good start?

Orientation Programs versus Onboarding

Company orientation programs have been around for years. Here's how they usually go.

An employee attends a morning session to learn about her new company. While attendees are filling their tummies with bagels and coffee, the person leading the orientation attempts to fill their heads with everything they'll ever need to know about the company. After the session ends, new employees are taken on a brief tour of the facility. This ensures everyone knows the location of the break room and bathrooms. Occasionally, important places, like the office of the president, are included on the tour. These are the good orientations. No one really knows what really happens at orientation when they're lead by a stressed manager at a remote location.

Companies are beginning to understand that cramming 20 hours of important information into a two-hour session is doing more harm then good. These organizations are beginning to move towards an "onboarding" model.

Onboarding programs were originally designed to accelerate an executive's ability to have an immediate, positive impact on the organization. It wasn't long before forward-thinking companies saw that they could use this same model to prepare other employees for success in their jobs.

The content of onboarding programs vary but most include the following:

  • Transferring institutional knowledge
  • Important internal political information
  • Cultural norms
  • Feedback
  • People/relationships
  • Training

Why invest in onboarding?

As the labor market tightens, employers are finding it more difficult to recruit talent. It's already taking much longer to fill many job openings and a lot of companies are now paying high agency fees to help them fill critical positions. Retention of newly acquired talent has become a priority for most organizations.

Other measurable results of onboarding include:

  • Shortening new-hire time to productivity
  • Significantly decreasing new hire turnover
  • Dramatically reducing turnover costs
  • Strengthening of your employment brand

Why are the first 90 days so critical?

The most crucial time for an employee is the first 90 days on the job. How well things go during this time period will determine if an employee is willing to commit heart and soul to the organization.

Remember when you started a new job? Friends and family members would call you to see how things were going. Nowadays, you can add previous employer to the list. They are often "just touching base" in case the employee has had a change of heart.

Are you at risk for losing the new employees you've worked so hard to secure?

Tips to get you started

Smaller employers mistakenly believe that they don't have the resources to properly onboard employees. The great thing about onboarding programs is that you can continue to add features as time and resources permit. Here are three ideas to get you started:

1. Welcome the employee before he or she starts work.

For many people, beginning a new job is stressful for both them and their families. Do your best to put new employees at ease before they enter the workplace. Send new hire packets to their homes, so that they have time to read the information before they arrive at the office. Enclosing their new business cards and a welcome item, such as a company t-shirt, also goes a long way in making someone feel part of the team before they've even stepped into the office.

2. Prepare for the employee's first day at work.

If the hiring manager is not going to be in the office on the employee's first day of work then perhaps it's better to postpone the employee's start date. Showing up to work without anyone there to welcome you is a great way to guarantee that someone will resign before the month is through. Be sure the employee has a desk and all the equipment he will need to be productive on day one.

3. Assign the new hire a buddy.

A buddy is someone the employee can go to for answers to routine questions. This person will also show the new employee the ropes so that he doesn't have to learn through trial and error.

An investment in onboarding is an investment in employee productivity and retention. You have a choice to make. You can spend time upfront assimilating employees into your organization or you can set aside time at the end of the day to conduct exit interviews with employees that have been with your company less than ninety days.

Testimonials

"Roberta's guidance has dramatically increased my ability to pull in and retain the talent we need to take our organization to the next level. She's proven to be a trusted advisor and I wouldn't hesitate to recommend her to other CEOs who are looking to accelerate..."
Tom Hopcroft, President & CEO
Mass Leadership Technology Council

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"The coaching that Roberta Matuson provided for one of our retail store managers renewed the manager’s excitement in her work, provided her with increased skills in the selection of new employees and gave her the tools she needed to better manage her staff..."
Mary G. Rahal, VP, Human Resources and Administration
Morgan Memorial Goodwill Industries, Inc.

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"Roberta was able to clearly define our project objectives and the methodology that we needed to reach those objectives. Roberta helped us pinpoint the root cause of our problem by using in-depth probing techniques that gave her access to important data we did not have..."
Amy Waryas, Director, HR
The Boston Beer Company

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"Roberta worked with us to create a comprehensive onboarding program. With her guidance, knowledge, and expert HR advise we have successfully launched our company-wide training initiative. We now assimilate new hires into the company more effectively than ever..."
Ted Winston, Co-Owner
Winston Flowers

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"When it comes to management of people, Roberta sees through all the noise and gets right to the heart of the matter..."
Mark Spitzer, President
Photonic Glass Corporation

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"As we have grown, Roberta has provided continued support to help us work through complicated personnel issues while allowing us to focus on other areas of our business. Our employment practices truly support our business goals..."
Paul M. Zavracky, Ph.D., Former President and COO
MicroOptical Corporation

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"Roberta has saved us time and energy on situations we may have needlessly wrestled with. We consider her a partner and look for her guidance often. Roberta has provided a welcomed service to Six Red Marbles..."
Sarah Smith White, President
Six Red Marbles

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"Roberta was tenacious about keeping us focused on completing our project on schedule. The finished project was comprehensive, professional and passed the scrutiny of legal experts. I would definitely use Matuson Consulting again..."
John Blake, Former COO
Advanced Results Marketing

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"Roberta has been a tremendous mentor and coach to me over the past year. She has partnered with me on multiple professional development fronts, as well as helping me through some very challenging situations. I found Roberta to be wise counsel!"
– Allison DiSiena, VP of Recruiting, Marketing, Interactive and Creative Services Division, 24 Seven Inc.

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"Roberta Matuson was our answer. She met with us, developed a plan, walked us through the process to record our policies and procedures. She helped identify areas where policies were non-existent. She then developed and produced our employee handbook. We still use it today..."
Tim Slattery, CEO
CFSmail.com

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"Roberta presented an engaging and informative webinar on “Managing Up in a Top Down World” for Northeastern University’s alumni. This thought provoking session provided practical strategies for navigating office politics and building effective relationships for career advancement. Roberta’s extensive expertise and knowledge of workplace trends was apparent as she skillfully answered a wide range of questions from participants. Her well-organized presentation made it easy for the audience to commit to implementing her advice."
Michele Rapp, Associate Director
Northeastern University

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"Roberta’s ability to provide new leaders with insights on matters that few are willing to discuss is refreshing and will serve our members well. As a CEO, I'm especially impressed with her ability to quickly distill difficult situations and provide pragmatic advice that can be quickly and successfully implemented."
Aradhna Malhotra Oliphant, President and CEO
Leadership Pittsburgh Inc.

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"I have had the opportunity to experience Roberta Matuson’s “fast track” coaching. Her candid, succinct and concise approach provided positive reinforcement toward my professional goals."
Cheryl Schondek, VP of Food Acquisition and Supply Chain
The Greater Boston Food Bank

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Talent & Your Bottom Line: The Employee Turnover Calculator

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