A study by the Wynhurst Group found that employees who went through a structured onboarding program were 58% more likely to still be working for that organization after three years.

According to the Society for Human Resource Management (SHRM), employee replacement costs can top 6 – 9 months’ salary for mid-range employees and up to 213% of annual salary for executive positions. The argument for clearly defined onboarding programs should be clear, but what about an existing employee who gets promoted into a new position?

It turns out that “re-boarding” promoted employees is just as critical. Key areas covered in the hiring process (e.g., HR practices, authorized use of company/ personal electronics, training on hardware and software systems) can become fuzzy over the years. Much of the original training can get replaced with de facto practices that may have lost sight of the big picture.

A structured re-boarding program will ensure that employees who take on new positions are educated on expectations and policies for their new role. New supervisors and managers should be trained on management skills like coaching and developing their own teams, not just giving direction and reporting to upper management. Your company’s technology might have changed radically since a recently promoted employee joined, so it’s a good time to review proper use of technology and security procedures. Finally, don’t forget to refresh your company’s history and culture so your unique story and value in the marketplace remains in sharp focus as the employee takes on his/her new role.