In real life, not everyone works in their field of study. Many discover their path through new career opportunities—activities that spark interest or provide financial motivation. HSE is no exception. More and more, young people enter the field without specialized experience or knowledge, but with enthusiasm and a drive to improve working conditions.
And here lies the main question: how can management keep this engagement and drive alive despite high expectations and a severe shortage of time for self-education? How can you help a newcomer stay passionate about their chosen path? The answer is a well-structured onboarding system.
Onboarding is not just a formality. It is designed to help young specialists understand the company's strategy and mission, as well as the short-term and long-term goals of their department. Young employees must realize their role in achieving these objectives, take ownership of their responsibilities, build commitment to corporate culture and values, and, crucially, stay motivated to deliver outstanding professional results.
Amid talent shortages, when companies compete for every capable employee, onboarding becomes the foundation for long-term loyalty and efficiency.
To provide professional support, guidance, and accelerate skill acquisition, a mentorship program is established. This is not simply "pairing a veteran with a rookie," but a structured institution that forms an integral part of the onboarding period.
A mentor is appointed by official order from among experienced employees working in the young specialist's field. The mentorship term lasts up to one year.
Mentors have the right to require task completion, submit recommendations for career advancement and incentives, and petition to shorten the mentorship period if goals are met ahead of schedule. In cases of systematic neglect of duties by the young specialist, the mentor may opt out of the mentorship role.
During the mentorship period, mentors receive an incentive allowance added to their base salary for hours worked. This is a crucial factor: financial motivation for mentors directly impacts the quality of knowledge transfer.
Within five working days of assigning young specialist status, the direct supervisor and mentor draft an individual onboarding plan. It outlines specific actions for mastering essential job responsibilities and integrating into the corporate culture. The plan is approved by the head of the organization, and the young specialist signs to acknowledge it. The original copy is kept in their personal file.
The timeline of the plan depends on the number and duration of activities. If the total duration exceeds one year, it is recommended to create a one-year plan and carry forward unfinished items into the development checklist for the following period.
Note: If a young specialist is transferred to a different role with modified duties or to another department during their first year, an order is issued to assign a new mentor, and a new onboarding plan is developed for the remainder of that first year.
The development of young specialists continues throughout the entire three-year duration of their status.
Year One focus: Onboarding and adapting to working conditions according to the individual plan.
Years Two and Three focus: Developing professional and business skills while maintaining a development checklist. During this period, young specialists participate as members of youth councils.
Responsibility for managing this process rests with the HR department, structural unit heads, and department leads. Supervisors oversee the creation and monitoring of individual plans, checklist management, performance evaluation materials, and participation in the Youth Scientific and Technical Conference (YSTC).
Upon completing the individual onboarding plan, further development focuses on unlocking scientific, technical, and creative potential. Throughout the second and third years, young specialists maintain a development checklist detailing specific actions to enhance technical expertise, business skills, and personal potential.
Direct supervisors review the checklist twice a year (in February and August) and record marks in the "Level of Professional Maturity of the Young Specialist" section. Based on the review, a final rating is recorded, and the checklist is signed by the head of the organization, direct supervisor, HR director, Youth Council chair or co-chair, and the young specialist.
If transferred to another role, a new checklist is prepared. Young specialists are also encouraged to take part in the YSTC, with first-round winners advancing to external youth scientific and technical events.
The talent shortage in HSE is real. When an inexperienced but eager young specialist joins the team, the priority is keeping that enthusiasm alive. The onboarding framework outlined above serves to:
"Young minds are like wax: you can shape them as you wish." This saying perfectly encapsulates the essence of onboarding. By instilling core values, providing support, and allowing time for self-education, you transform a newcomer from a routine task-doer into a true professional dedicated to improving workplace conditions and saving lives.
Amid staffing shortages, a structured approach to young talent enables companies not only to fill vacancies, but to cultivate loyal, motivated professionals who grow alongside the organization. HSE is no exception—it is perhaps one of the most rewarding fields for applying this strategy.