The Onboarding Story. The Business Case Research Models New Employee Needs. The University of Arizona Human Resources

Transcription

1 The Onboarding Story The Business Case Research Models New Employee Needs The University of Arizona Human Resources

2 What is Onboarding? Onboarding is a long term process of bringing new employees into the organization, making sure they know what is expected of them and how to add value; onboarding is more about staying than beginning. Models and Methodologies for Onboarding Programs, Corporate Leadership Council 2003 Corporate Executive Board The University of Arizona Human Resources 2

3 The Business Case < 10% the average quality of candidates has declined by 10% since the average time to fill a vacancy has increased from 37 to 51 days < avg. more than 1/3 of the managers said that they had hired below-average candidates just to fill the position quickly 1 in 3 1 in 3 employees had recently been approached by another company hoping to lure them away The Battle for Brainpower, The Economist, October 5, 2006 Citing the Corporate Executive Board survey of 4000 hiring managers The University of Arizona Human Resources 3

4 Effective Onboarding = Employee Engagement 18% Only 18% of employees are fully engaged, 19% Only 19% believe that their organizations strategy is well communicated and everyone s work priorities support that strategy, Managers It s personal! The Secret Strong employee-manager relationships remain a crucial ingredient in the employee engagement formula, Employees are looking to use their unique skills and expertise each day job satisfaction depends on opportunities to use their talents, The secret ingredient in engagement and retention is alignment. If employees don t know where the bus is going, they are more liable to hop off. Executive Summary Employee Engagement Report, 2006 BlessingWhite The University of Arizona Human Resources 4

5 Employee Engagement = > Commitment Rational Commitment: Extent to which employees believe that managers, teams or organizations are in their self-interest (financial, developmental, or professional) Willingness to go above and beyond, and looking for ways to perform their jobs more effectively. Emotional Commitment: Extent that employees value, enjoy and believe in their jobs, managers, teams or organizations. Corporate Leadership Council research The University of Arizona Human Resources 5

6 Employee Commitment = < Departures Corporate Leadership Council 2004 Employee Engagement Survey 50,000 employees 57 organizations 10 industries 27 countries The University of Arizona Human Resources 6

7 Employee Commitment = > Performance Moving an employee from strong non-commitment to strong commitment can result in a 77% increase in discretionary effort. Moving an employee from low- to high-effort levels can increase that employee s performance rating by up to 20 percentile points. Change in Discretionary Effort Number of Employees Strongly Non- Committed Strongly Committed 50 th Percentile 70 th Percentile Corporate Leadership Council 2004 Employee Engagement Survey 50,000 employees 57 organizations 10 industries 27 countries The University of Arizona Human Resources 7

8 New Employees Want Interesting work Meaningful work Work/life balance Financial reward that challenges me, stimulates my intellect, or helps me broaden my knowledge or skills that satisfies my personal values or contributes to the larger community a job that fits my lifestyle a higher base salary or larger bonus potential State of the Career Report, 2007 BlessingWhite 1000 Executives & Professionals Worldwide The University of Arizona Human Resources 8

9 Seeking More Than a Paycheck People seek -Challenge & novelty -Learning & growth -To make a contribution -Meaningful relationships People do not seek -Speeding through life -Burnout -Feelings of inadequacy -Empty or toxic interactions Connecting People to What Matters Most From the Very Start: Onboarding and Beyond Human Capital Institute White Paper 2007 citing Towers Perrin 2006 World at Work data The University of Arizona Human Resources 9

10 Multiple Generations at Work Veterans Boomers Xers Nexters Born Expect: Expect: Expect: Expect: Implications for Onboarding Respect Accommodation to work schedule needs Clarity/consistency w/ roles, performance standards, decisionmaking processes, responsibilities Varying levels of competence in use of technology To be in charge Give-and-take in problem solving and decision-making Competition with other individuals for the most interesting work and the best rewards Challenging work Flexibility in work arrangements, worklife balance Ready access to interesting and meaningful work choices, and to significant opportunities for development (will change jobs if necessary to get these) Fast decision-making Work itself is stimulating Continuous feedback Frequent praise Work in teams Continuous learning & change Highly self sufficient in use of technology Global View 2006 John Furcon Buck Consultants The University of Arizona Human Resources 10