Accelerating New Hire Training

Transcription

1 Accelerating New Hire Training

2 Chris Osborn Vice President of Jessica Batz BIZLIBRARY.COM

3 5,000+ Courses. 25 Topic Areas. Unlimited Access.

4 POLL QUESTION How would you describe your new hire training? a. Well planned and integrated with the organizational goals and culture. b. We conduct an orientation for new employees, however it isn t strategic. c. We cover the basics. After that they re on their own. d. Sink or swim.

5 WHAT WE LL COVER: 1. What is strategic onboarding? 2. Five best practices. 3. Measuring the impact. BIZLIBRARY.COM

6

7 Strategic vs. Tactical

8 Onboarding, also known as organizational socialization, refers to the mechanism through which new employees acquire the necessary knowledge, skills, and behaviors to become effective organizational members and insiders. Bauer, T.N. and Erdogan, B. APA Handbook Of Industrial And Organizational Psychology

9 BENEFITS OF A STRONG ONBOARDING PROGRAM FOR EMPLOYEES FOR COMPANY Become familiar and comfortable with their job roles. Improve employee retention. Learn about company culture and job-related resources. Increase time to productivity. Start to build relationships and networks. Increase visibility of new hires. Strategic Onboarding. Bersin by Deloitte, 2008.

10 BENEFITS OF A STRONG ONBOARDING PROGRAM FOR EMPLOYEES FOR COMPANY Align expectations of jobs and careers. Improve internal communications. Feel engaged and valued. Improve customer satisfaction. Receive immediate feedback. Improve company brand. Create relationships with customers more quickly. Increase employee pride in company. Strategic Onboarding. Bersin by Deloitte, 2008.

11 ] 52% of new hires are engaged in the first 6 months. Engagement dips to 44% for employees under the 10-year mark. Gallup, State of the American Workplace 2013 According to an Aberdeen Benchmark Report, effective onboarding improves Retention rates 52% Time to Productivity 60% Overall customer satisfaction 53%

12 8-12 weeks avg. time to productivity for clerical staff weeks avg. time to productivity for professional staff weeks avg. time to productivity for executives 1/3 managers fail at their new job/role. 50% of the workforce want to change jobs every 3-5 years. 18 MONTHS The most vulnerable time for a new hire to leave. Strategic Onboarding. Bersin by Deloitte, 2008.

13 1. Planning ahead. 2. Integrating company goals and culture. 3. Outlining expectations, goals and success criteria. 4. Utilizing technology and online training. 5. Involving managers.

14 Planning Ahead Understand future needs and potential gaps. Behavior-based interviewing. Character and culture fit.

15

16 Company Goals and Culture Mission, strategy, goals. What is the employee s impact? Information flow and learning.

17 Building a Social Network Make connections inside and outside the workplace. Introduce to key people. Enterprise social network. 60% of managers who fail to onboard successfully cite failure to establish effective working relationships as a primary reason.

18 Expectations and Goals Companies lose $37 billion each year as a result of employees not understanding their jobs. Cognisco 2010 Learning style and preferences. Management style. Performance measurements. Feedback and coaching.

19 Technology and Training Resource delivery. LMS and mobile. Off-the-shelf and custom video.

20 Mentoring and Coaching Knowledge, support and resources. Cross functional. Career guidance and feedback. 70% of Fortune 500 companies offer mentoring programs. 77% of those with mentoring programs report that these programs are effective in increasing retention. Forrester 2010

21 COMPETENCY LEVELS CORE COMPETENCIES Industry and culture ONBOARDING AND NEW HIRE TRAINING JOB FAMILY COMPETENCIES Business discipline JOB ROLE COMPETENCIES Level of mastery required

22 New Hire Learning Plan WELCOME AND MTU Training Room Login Instructions MTU Overview from President Your Computer Overview MT Employee Handbook TLO Associates How-to-Guide MT Company Review - Welcome

23 New Hire Learning Plan PCI AND COMPANY POLICY PCI Compliance PCI Quiz WORKPLACE POLICY Employee Awareness Series: Sexual Harassment Ethics for Everyone Undeliverable: Etiquette for Today s Workplace

24 New Hire Learning Plan OFFICE ESSENTIALS How to Use Outlook 2010 MS Office 2010 Excel: Tips, Tricks and Shortcuts Part1 MS Office 2010 Excel: Tips, Tricks and Shortcuts Part 2 MT Community a How-to-Guide CONTINUE WITH CORE AND JOB ROLE COMPETENCIES

25 The Managers Role Performance expectations. Regular feedback. Employee engagement.

26 Measuring the Impact Productivity Time to productivity Retention Satisfaction Employee referrals Innovation Culture Safety Compliance Loyalty

27 IMPACT DIRECT OR INDIRECT METRICS Productivity Direct Quantitative measure of job duty or objective: Sales Customer complaints Production units Reporting errors Organizational measures, such as incremental revenue or reduction of costs. Counter productivity: number of calls to the IT help desk Before and after performance ratings and evaluations. Time to Productivity Direct A measure of productivity but about how long instead of how much. Time to first sale or successful completion of other job-specific task. Time to full productivity as compared to veteran employee. Creative Onboarding Programs: Tools for Energizing Your Orientation Program. Doris Sims 2011.

28 IMPACT DIRECT OR INDIRECT METRICS Retention Direct The high cost of repeating hiring is well documented. Very easy to measure and huge impact. Turnover within first year Satisfaction Indirect Similar to buyer s remorse and contributes indirectly to several other categories. Employee satisfaction Before and after New Employee survey. Employee Referrals Direct Like retention, can have a huge impact and is easy to measure. Number of employee referrals from first-year employees Innovation Indirect Indirect in that it can impact productivity and costsavings. Number of suggestions Number of improved processes Manager and leadership feedback

29 IMPACT DIRECT OR INDIRECT METRICS Culture Indirect Some would call it assimilation; it often affects counter productivity. Examples: Number of manager interventions Number of HR interventions Manager and leadership feedback Safety Direct Can relate directly to bottom-line costs and is a very big concern. Insurance expenses Medical expenses Safety fines Number of accidents. Compliance Direct Can relate directly to bottom-line costs and is a very big concern. Number of HR infractions Legal expenses Loyalty Indirect Encompasses elements of retention, satisfaction, and culture. Before and after New Employee survey. Creative Onboarding Programs: Tools for Energizing Your Orientation Program. Doris Sims 2011.

30 1. Planning ahead. 2. Integrating company goals and culture. 3. Outlining expectations, goals and success criteria. 4. Utilizing technology and online training. 5. Involving managers.

31 In a world of learning and development where complexity is the enemy, BizLibrary has developed a to delivering high quality learning, anywhere, anytime. MICHAEL ROCHELLE Chief Strategy Officer Brandon-Hall Group BIZLIBRARY.COM

32 RECOMMENDED BIZLIBRARY RESOURCES A Question of Evidence The Behavioral-based Interview (22 minutes) Build a Network - New hires have a network of resources for coaching, feedback and skill building (2 minute) BIZLIBRARY.COM

33 Free trial of the BizLibrary Collection or Demo 5,000+ Courses. 25 Topic Areas. Unlimited Access. Cloud-based learning and performance management. BIZLIBRARY.COM