During my career as a Practice Manager at a Chartered Accountancy Firm in New Zealand, I enjoyed being involved in training and onboarding new staff. My responsibilities included Human Resources tasks—interviewing potential staff, sending out induction information, conducting office tours, and explaining the firm’s Accounting and IT systems. I had prepared comprehensive manuals to hand out to staff on their first day. I believed that my induction program covered everything, from basic details like where the bathrooms were, to more technical information, like how to navigate client accounting systems.
However, a few weeks after the induction training, I started noticing some surprising reactions from the new staff. I often jumped to conclusions based on their behavior during those early days:
- They didn’t bring a pen! They must not be interested.
- They asked a question that was in the induction file—didn’t they read it?
- Why did they do that? It’s not how I explained it!
- They took lots of notes—great job!
It took a while, but I realized that these assumptions stemmed from my own VARK preference. I have a strong Read/Write preference with scores of V=3, A=0, R=16, K=5. My induction materials were perfect for someone with my learning style—but not everyone learns the same way.
Making Changes to My Onboarding Practices
Once I understood that different people have different learning preferences, I began to rethink my approach to onboarding. I made adjustments to cater to Visual, Aural, and Kinesthetic learners as well as Read/Write.
Here’s what I did differently:
VISUAL:
- I started using diagrams and flowcharts to explain key concepts instead of relying solely on text.
- I incorporated whiteboard sketches during training to visually map out processes.
- After sessions, I provided visual summaries to reinforce the main points.
AURAL:
- I encouraged more open discussion during training, inviting questions to ensure the material was understood.
- Instead of just handing out manuals, I verbally explained key systems using comparisons and stories.
- I provided opportunities for trainees to verbally explain what they had learned.
KINESTHETIC:
- I introduced hands-on practice, allowing employees to actively try out systems and processes instead of just reading about them.
- I used real-world scenarios during training to help new staff apply the knowledge in practice.
- After the sessions, I made sure to follow up with them personally, gathering feedback and hearing how they were applying what they had learned.
By introducing a variety of learning methods, I noticed a significant improvement in how new employees engaged with the induction process. They became more confident, asked better questions, and integrated into the workplace faster. Training was no longer a one-size-fits-all experience but tailored to fit their learning needs.
Final Thoughts
This experience taught me that providing a balanced mix of visuals, verbal discussions, written materials, and hands-on activities can lead to better retention and engagement. Employees felt more supported and informed, making their transition into the company smoother.
Did this personal story resonate more with you than a page of bullet points or listening to someone talk? Consider your own learning preference and how it affects the way you take in information!
