Seeking Help to Create a Meaningful "After Joining Interview" Form for New Employees

Dear all, I want some suggestions from all of you. I am thinking of conducting an interview with a new employee regarding their job satisfaction. It's important to know whether the new employee is happy with the company, if they have adjusted to the job, and if they have any queries or problems. These are just a few examples of what will be covered in this interview.

However, I am struggling to create a perfect "After Joining Interview Form." Could anyone help me with this?

Regards,
SNEHA JOSHI

Hi Sneha, I have a suggestion here. Please don't name this form as "Interview Form," as it gives more of an impression of an interview. Instead, it should be more like "Onboarding Feedback Survey," or "Discussion/Coffee Session," etc. This should include questions on all aspects like project-related, team bonding, joining process, facilities, finance, etc.

I agree with the above suggestion to name the session as feedback and not as an interview. You can measure satisfaction on a Likert Scale. Ratings between 1 to 5 will give an idea about the satisfaction level under different categories: organizational environment, team support, processes & systems, and engagement/training programs. At the end of it, you can also include open-ended questions if you want to get his/her opinion or query on any of the matters.

Regards,
Swati

This process should not be for one or two. It should be institutionalized and done with every employee before the completion of a month so you will get a lot of information that will be very useful for the development of the organization. As the employee is fresh, they will be making comparisons with the earlier organization, so they can come up with a lot of suggestions. The interviewer should have a lot of patience and a positive approach as he/she may have to hear a lot of negative things about the organization. The points that our other friends have mentioned are okay, and you can also ask about the infrastructure, induction, etc.

Regards,
Kamesh

Dear All,

We are gathering feedback from the newly joined employees after the completion of their probation period. For those employees who have been confirmed, feedback is collected after 9 months. The format is enclosed. We hope you will find it useful. Any suggestions are welcome.

Thanks,

Regards,
Chandrakant Joshi
Manager-HRD
[Phone Number Removed For Privacy Reasons]

Hello Sir, the material you have shared is very helpful, and the story is really interesting and good. It's a nice example of self-appraisal. Thank you, Sir.

Regards,
Sneha Joshi

We do the same thing in my company. The only difference is that we conduct it after the employee has been here for at least 2 1/2 to 3 months. This way, the employee has a chance to settle down and adjust. They have also had time to experience several things.

Questions Asked During the Interview

The questions asked are related to the general experience (how they feel about working here so far); what they initially struggled with - are they still struggling; what tasks they enjoy doing; did they find the induction adequate; who do they go to for their queries; have they received any input or feedback on their work; are they able to use all the skills/knowledge that they have been trained for; and finally, do they have any doubts or queries still unanswered. We aim to meet the employee again after they complete their probation period.

Hope this is helpful. 

Regards,
Shyama

I would say this would be one of the best initiatives for employee relations. To make this more interesting, invite employees for coffee and start a discussion on how their life is going, whether they are happy with the job, their feelings about the company, coworkers, superiors, work environment, and other aspects related to work. Allow new employees to speak more and take them into confidence; otherwise, they will not speak freely.

If these discussions are informal, then they work better. I could say from my experience and try to build a healthy relationship with employees.

Regards

Hi Sneha, it is good to have feedback from a recruit. I think it is too early to have it done within a month; however, it depends on individuals and their work conditions. For a familiar area in which one is employed, it should not take more time.

For a fresh candidate, it requires more time to get genuine and frank feedback as it is obvious that being a new person, he/she may not express their frank remarks on any matter. However, it is also important who is taking the feedback or to whom the feedback is reported. If it is to be an HR person, it is all the more difficult to take follow-up action on the feedback taken, for the simple reason that the Head of Department (HOD) is the important person who really needs the feedback.

In most employers, it is customary to take the self-appraisal forms by the HR through the HOD with his/her remarks on some pertinent reporting of the recruits. In some firms, there are two sets of forms, one to be submitted directly to the HR which normally should be treated as confidential and the other through the HR. The contents of these forms, other than general information of the recruits, would include brief particulars that could be drafted to suit one's requirements, varying from department to department. We shouldn't make a mistake by asking an employee to fill out forms that are common for all types of employees. You should have a different set of forms for different areas/levels of employment. Only then will this process be meaningful; otherwise, it will be merely customary.

It is also important to concurrently analyze the remarks of the HOD on the performance of a recruit to avoid inconsistencies or conflicts, if any. It also goes without saying that HODs prevail, except in some exceptions.

Wishes,

Kumar S.