Chad V. Sorenson, SPHR HR Tampa Conference & Expo November 6, 2013

Transcription

1 Chad V. Sorenson, SPHR HR Tampa Conference & Expo November 6,

2 War for talent Improve new hire experience Lean business environments Develop pipeline of talent Poor execution could mean losing talent 2

3 Retention Attaining Goals Hiring Mgr Satisfaction Best in Class Average Laggards Aberdeen Group Greater turnover Lower engagement Less productivity Loss of respect for management Hurt the company brand Blame it on HR! 3

4 Tools & People What does your new process look like What resources are needed Who will do what Creating Buy-in Showing ROI Tying into strategic goals of company Change management Defining Success Statistics / Dashboard Surveys (Employees and Hiring Managers) Continuous Improvement 4

5 How long should our onboarding process last? 5% 15% 14% 16% 29% 21% 1 Day 1 Week < 1 Month < 3 Months 3-6 Months > 6 Months What are our goals? Forms Tasks Socialization Performance Management Speed to 100% Productivity 5

6 $1,047,

7 Best in class focus Introduce new hires to the go-to people Peer networking opportunities & events Average employer focus New hire checklist Provide forms prior to day one Ensure compliance on forms Are you strategic or tactical? 7

8 Performance management Productivity Customer retention Revenue per full-time employee Employee morale & engagement Giving Company Info vs. Performance-Centered Curriculum One size fits all vs. Tailored experiences Series of formal courses vs. Fluid onboarding experiences formal, informal, social learning 8

9 Most content generated by company vs. More content by colleagues and peers Manager s responsibility vs. Shared responsibility Explain company brand vs. Embody company brand Top tier in technology world Online presence and automation Manual onboarding Hard copies new hire forms Process didn t match culture Reduce administrative costs by 25% Reduced number of steps by 60% 9

10 Who owns it??? Human Resources Recruiting Training & Development Onboarding Specialist Hiring Manager 10

11 Centralized Process Consistency Not necessarily centralized execution Accountability Many stakeholders do they all know their part Technology Investment here improves strategic and tactical Define key metrics Strategic Goals of company ROI / Success 11

12 Hire New Employee Fill Out Paperwork Find Desk and Start Work Hire Employee Conduct Sexual Take a break Start Over Again harassment class Explain to mgr employee quit Complete paperwork Explain safety policy Break for lunch Ask why new hire is crying Give Tour Give Baseline skills test Convince new hire to return Look at Performance Review Form Talk About History Explain Phone System Review job description Remind them they will meet their mgr today 12

13 Pre-employment Day 1 Week 1 First 90 Days First Year Define owner of process Create visibility hiring manager involvement Extend process beyond day 1 Align with strategic goals of company 13

14 Define metrics Invest in technology Make it part of learning process and career development Balance tactical and strategic elements Lack of management buy-in Resistance to change Budget Lack of staff Lack of action in other areas (T&D, Technology, etc.) Crisis management 14

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16 Chad V. Sorenson, SPHR President 16