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Why Is a Recruiter Responsible for Onboarding at Objectivity?


Oct 12, 2020 - 7 minute read

Recruitment Process Blog 416 300
Wioleta Patkowska Recruitment Team Leader

She has been working in recruitment area for over six years and one year as a Leader. She enjoys this job, because it allows her to cooperate with candidates, business and her team. It lets her meet great people during the recruitment processes and we can stay in touch with them. Wioleta works towards changing the recruitment process to match the company’s needs.

See all Wioleta's posts

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There are multiple questions that you have to answer when building a strong recruitment structure. What steps to take in order to consciously recruit best candidates for your organisation? How to make sure that the new person and the employer want to stay together for a long time after the trial period? How to create an adaptation process that provides positive experiences, and at the same time increases job satisfaction and competence in the recruitment team? These are some of the questions that we asked ourselves at Objectivity over a year ago. In this article, you can find out how we addressed these challenges. We’re sharing this knowledge more than a year after introducing the changes because it wasn’t until now that we’re able to assess it and confirm that it was the right way.

One of the elements of the HR strategy at Objectivity is sharing knowledge and practices with other organisations in order to join efforts in creating good workplaces. We’re aware that each organisation is different, which means that it needs a unique approach to the challenges it faces. Therefore, it may not be possible to copy our exact solutions and apply them in other places. Moreover, there is no guarantee that something that works for us will also work for your company. Nevertheless, we hope that our solutions inspire change and allow you to look at the problem from a different perspective.

A Few Words About the Structure of HR at Objectivity

Let's start with a general context, presenting the structure of the People & Culture (HR) team at Objectivity. The team is divided into five cells:

  • Attract Team – responsible for building the Employer Branding strategy, the aim of which is to attract the candidates’ interest in the Objectivity brand. The team is also responsible for cooperation with the internal communication department which takes care of our employees.

  • Recruitment Team – in charge of the entire recruitment process, from creating a job advertisement to signing the contract with the candidate. For about a year, the team has also been taking care of the first 3 months of the new person in the organisation and the onboarding process.

  • Learning – responsible for raising our people's competences as part of internal and external training.

  • HR Business Partners Team – responsible for the employee's life cycle in the company, mainly focuses on cooperation with managers.

  • Retain Team – in charge of our HR metrics, analyses and statistics. It’s also a source of practices responsible for making sure that our people feel comfortable at work and want to stay with us longer.

I will now focus on explaining why some of the responsibilities related to onboarding, i.e. the first 3 months of a new person in the company, were transferred from the HR BP team to the recruitment. We concluded that the old structure we adopted wasn’t working anymore:

  • The recruiter who was responsible for finding the right person both in terms of expertise and soft competencies was far from the everyday work and team reality. This made it difficult to understand the right profile and expectations.

  • The new employee was under the supervision of an HR Business Partner, so the recruiter wasn’t able to observe how they were doing in the organisation (what they were recognised for and what competencies they lacked).

  • During a recruitment meeting—due to being far from the technical team—the recruiter found it difficult to assess the candidate's fit for the nature of the project. By entering onboarding, we’re able to get a picture of the competencies necessary to perform the role and those that may be an impediment.

  • Objectivity business model assumes that the candidate is not recruited for a particular project, but for the organisation itself. They join the project while already working for the company when we are aware of their skills and the real needs of the organisation. Therefore, leaders don’t have the opportunity to recruit people for their teams, and the new employee has no one from the recruitment process by their side.

  • The competence gap between the recruiter's role and HR BP was noticed because both of these roles are present at various stages of the employee's life in the organisation. Consequently, the change of a team required time and was strongly associated with the development of recruiters’ competences.

  • Due to the relatively narrow scope of responsibility, work in the recruitment team was treated as a temporary step in further development towards HR BP. This was associated with rapid demotivation and—eventually—rotation.

Taking the above observations into account, both the Recruitment team and the HR BP team, agreed that transferring a part of the process would bring benefits for the candidate, recruiter and business itself.

Changes in the Onboarding Process

The change involved the identification of already existing steps in the process and the introduction of additional ones that answered the needs reported by the business.

Currently, during the onboarding process, the recruiter appears in the life of a new employee on the first day of work. They greet the new person during lunch which they spend together. This short conversation provides the opportunity to meet again and ensures that: "if you need anything, I am always here".

On the same day or the day after, the recruiter meets with the new employee's leader. The recruiter presents observations from the recruitment process (both the candidate's strengths and the room for improvement). They then help the leader with creating a plan of how to work on the selected areas, focusing on the available training courses. Due to the fact that the recruiter has a broader perspective, they’re able to suggest the most appreciated practices implemented by other leaders. It also highlights the areas that require more attention, where feedback about the new people is not entirely positive. The recruiter also reminds the leader of their responsibilities during the onboarding.

After the first month, the recruiter again gets back to the new person and invites them to an informal meeting over coffee. This is a great opportunity to further strengthen the relationship and the sense of care and involvement. It’s also an important moment when the recruiter checks the well-being of the new person, asks about the induction process, and how the employee feels in their new team. Since it takes place at an early stage, the recruiter has the time to react if they notice anything worrisome. We are aware that the trial period applies to both parties and the decision whether or not to continue the cooperation belongs to both of them.

This is also the moment when the recruiter gets back to the leader to ask if they are on the right path to extend the new person’s contract. Such a 5-minute phone call allows us to pause for a moment and take the appropriate actions, if necessary.

After just two months, the recruiter meets the leader in the presence of HR BP to summarise the trial period. Before the meeting, the leader is tasked with collecting feedback, while the recruiter’s responsibility is to outline to the observations from the recruitment process. Having these two types of information during the meeting is crucial to build awareness of competence gaps and strengths. It also allows us to make plans for further development and conscious use of the talents. During this meeting, we decide the potential extension of the contract, so that the employee can get the information as soon as possible. HR BP is present at the meeting to be able to take the new person under their wing in a month.

After extending the contract for an indefinite period, so when the new person feels safer and more confident, the recruiter invites them to a post-adaptive interview. This is the perfect time to sum up how we, as Objectivity, did in the first three months. Such feedback covers many areas: from the first training days, to cooperation with the team and the leader as well as satisfaction from tasks. It points towards Objectivity’s strengths and areas for improvement. The recruiter provides the leader with a summary of insights in the form of a note, which includes guidelines and recommendations on what we can refine in the future. Positive feedback is also crucial as the recruiter has the opportunity to congratulate the leader on a good induction.

At Objectivity, the negative scenario associated with terminating the cooperation after the trial period is very rare. It only happens in about 2% of the cases. In such a situation, the recruiter does not conduct a post-adaptive interview. Instead, they organise a meeting with the team leader and HR BP, in order to learn as much as possible from this process. We give ourselves space for discussion, drawing conclusions, asking questions: what can we do better or differently next time? If such conclusions don’t refer to confidential data, the recruiter also shares them with the recruitment group so that we can all learn from this situation.

The closing part of the process is a monthly discussion that includes the collective feedback obtained from the new employees with directors of individual areas. During this meeting, we analyse more data and in order to determine the areas where leaders need more system support in the form of training, consultation or other methods. We specify these improvements and then we implement them.


The change of the process is positively evaluated not only by the recruitment team and candidates, but above all by the business. The company appreciates the close cooperation of recruiters with the leaders and new employees. This results in the natural development of the process and our leaders through continuous feedback after the induction of each employee. Addressing smaller problems noticed during the post-adaptive interview and initiating system solutions is also beneficial. 

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Wioleta Patkowska Recruitment Team Leader

She has been working in recruitment area for over six years and one year as a Leader. She enjoys this job, because it allows her to cooperate with candidates, business and her team. It lets her meet great people during the recruitment processes and we can stay in touch with them. Wioleta works towards changing the recruitment process to match the company’s needs.

See all Wioleta's posts

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