Good Beginnings Make Good Employees

Transcription

1 Good Beginnings Make Good Employees Transforming Your Orientation into an Engaging Onboarding Experience Judi Clements President of Judi Clements Training & Development Copyright

2 Today s Topics The importance of good onboarding Why onboarding often fails Implementing phased-in onboarding Developing an onboarding development task force How HR, managers & staff work together for onboarding New onboarding tools Onboarding virtual employees Adding socialization, fun & celebration to onboarding Evaluating onboarding Q&A session 2

3 Program Sections Parts Part I Part II Part III Part IV Part V Titles Background on Onboarding The Who & What of Onboarding Onboarding Timing & Phases Latest Trends in Onboarding Evaluating Onboarding 3

4 Part I: Background on Onboarding 4

5 10-Reasons Traditional Orientations Fail 1. Orientations are a one-shot deal. 2. They are dominated by paperwork. 3. HR is forced to go it alone. 4. Managers don t make them a priority. 5. Socialization isn t incorporated. 6. Mentoring is not available. 7. Virtual employees are left out. 8. Programs & speakers are boring. 9. The process doesn t undergo periodic evaluation & updating. 10. Follow-up is non-existent. 5

6 Orientation is now Onboarding Orientation Planned & conducted by HR Transactional Might involve building tours & machine demos. Onboarding HR shares the responsibility with the Manager, the Team, and others. Includes all the steps needed to help new hires to perform & contribute to the organization easier, faster, & better. Helps them become fully engaged & culturally aware members of a productive workforce 6

7 The Importance of Onboarding Makes a good first impression on the new hire Confirms their decision to join the organization Puts them at ease, reducing stress Helps them feel part of the team faster Helps them get up to speed faster Ensures consistent delivery of critical information Shows how the job fits into the organizational big picture Makes expectations clearer leading to better job performance Increases organizational loyalty, job satisfaction, reducing turnover The faster new hires feel welcome & prepared for their jobs, the faster they will be able to successfully contribute to the firm s mission. 7

8 The Importance of Onboarding New Employees are 69% more likely to stay longer than 3 years in their jobs if they experience wellstructured onboarding experiences. (Aberdeen Group) 8

9 Engage Senior Management Engage senior management support in onboarding by stressing its role in: Saving money Saving time Reducing turnover Improving quality Ensuring compliance 9

10 Part II: The Who & What of Onboarding 10

11 Onboarding Players Sr. Management HR Dept. Managers Team Members Others? 11

12 4 C s of Onboarding Content Compliance Connection Clarification Culture 12

13 4 C s of Onboarding Content 1. Compliance Teaching employees basic legal & policy-related rules & regulations. 2. Clarification Ensuring employees understand their new jobs & all related expectations. 3. Culture Providing employees with a sense of organizational norms, both formal & informal. 4. Connection Vital interpersonal relationships & information networks Which do you think is most important in your organization? 13

14 How to Develop Content Usually takes 6-12 months 1. Assemble 2. Review 3. Develop 14

15 How to Develop Content 1. Assemblea team with Human Resources & a cross functional group of employees, managers, & supervisors to act as a development team. 2. Reviewyour current process & determine where improvements need to be made. What does a Best Practice onboarding program look like for your specific organization? Define the topics needed for your program & who best to deliver them. 3. Developan Action Plan for development where tasks are distributed among members & milestones & goals are clearly established. (Allow 6-12 months.) 15

16 Develop Content & Train Presenters Content Tell them what you re going to tell them. Tell them. Tell them what you told them. Delivery Train speakers to deliver their message with interest & enthusiasm. 16

17 Onboarding Topics Organizational HR & the team develop topics for this part of the training Departmental HR assists Department heads & their teams in developing job-related training 17

18 Onboarding Tools Checklists Develop checklists to help keep content consistent & ensure all new hires are getting the same information. 18

19 Part III: Onboarding Timing & Phases 19

20 Onboarding Timing Onboarding averages 3-12 months, depending on the position 20

21 Onboarding Phases Before Day 1 Day 1 Month 1 First 90 Days Other Milestones End of Year 21

22 Priorto Day 1 Provide access to the company s website & social media. Provide benefits information. Send letter with onboarding overview. Arrange for security passes, office, equipment, etc. Set up employee payroll, paperwork, etc. Send necessary forms to new hire manager. 22

23 Warby Parker Example Prior to day one, Warby Parker (a prescription eyewear company) sends out an electronic welcome packet with the company history, core values, press clippings, & what to expect the first day, week & month. The night before starting, new employees get a call from their supervisor to welcome them & make sure they know where to show up & when. 23

24 Prior to Day 1 Think about some of the things your organization could do for new hires prior to Day 1. 24

25 Meet HR & get building access & parking. Tour facility; get organization chart. Meet peers & other managers. Complete forms & benefit information. Get overview of Employee Handbook. Get Intranet / training. Go to special lunch. Typical Day 1 Morning 25

26 At ZocDoc, an online medical care scheduling service, groups of new employees have lunch with the executive team. This makes an immediate connectionwith the company & demonstrates a sense of approachability with senior management. ZocDoc Example 26

27 Typical Day 1 Afternoon 1. Meet with manager & review job description. 2. Review department policies, work space, hours, & department norms. 3. Meet team members. 4. Meet mentor & learn about mentoring process. 5. Receive training in necessary equipment. 6. Receive first week s assignments & performance standards. 7. End day with review, encouragement, & warm welcome. 27

28 During Month 1 Organizational Onboarding Organizational overview, history, & values Welcome from the CEO, President, etc. Explanation of performance management Policies, procedures, & ethics Mission, products & services Compliance training 28

29 During Month 1 Departmental Onboarding Manager rapport building Department mission & goals Expectations & performance standards Team player background & culture Training & coaching opportunities Resources & support Continued mentor support Team celebration of the new hire 29

30 During the First 90 Days Get feedback fromthe new hire on the onboarding Provide feedback tothe new hire on his performance Determine if additional job training is required. 30

31 After the First Year Get feedback from the oneyear hire regarding his onboarding experience Recruit him as a mentor or onboarding team member Discuss training, coaching, & advancement opportunities 31

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33 Professional Development Onboarding should include opportunities for development on a variety of topics to build a better employee. Professional development training might include topics such as: Diversity Interpersonal Communication Civility in Workplace Public Speaking Teamwork & Conflict Management Customer Service Industry-specific Topics 33

34 Socialization & Celebration For education & fun! Tours of client facilities Brown bag lunch & chat Pizza parties Bagel days Muffin Mondays Guest speakers Team bowling Birthday recognitions 34

35 Informational Interviews Whenever possible, & depending on the new hire s position, set-up opportunities for him to interview employees who work in other departments so he can get an understanding of the entire organization. Employees giving interviews should be prepared to share: 1. What their department does 2. What their job is 3. How the new hire s department & job work in them with this department 35

36 Job Rotations Whenever possible, & depending on the new hire s position, set-up opportunities for him to work in other departmentsso he can get an understanding of the entire organization. 36

37 Product Sampling/Service Overview Products Give new hires an opportunity to sample the organization s products. Services Give new hires a complete overview of the organization s services, even those he will not be involved in delivering. 37

38 Branding Give your program a catchy name (Red Lobster uses New Crew On- Boarding ). Use your organization s brand & & logo on all your materials. Give out promotional gifts (shirts, cups, pins, etc.). Offer employee discounts & explain how they work. 38

39 Socialization Socialization Research has shown socialization & relationship building are key to successful onboarding. Relationship Building 39

40 Mentoring Mentoring programs help achieve these goals. Mentors can help new hires by: Answering a variety of questions Managing their expectations about the job & organization Helping them feel comfortable with their new environment Giving them advice & social support Helping them internalize the organization s culture & values Accompanying them at organizational social events Helping them establish relationships with others Helping them gain a feeling of fitting in 40

41 Preparing Mentors Offer experienced employees the opportunity. Help them see mentoring as a win-win. Provide training including guidelines about how often to meet. Show them how to document outcomes. Build in periodic celebrations. 41

42 Virtual Onboarding Virtual onboarding require additional tools: Conference calls Skype Website portals Webcasts Podcasts Social Media Downloadable materials Web-based onboarding programs Blended solutions 42

43 Social Networking Prior to Day One Invite new hires to use your organization s Facebook, Linkedin, Twitter & You Tube sites. 43

44 Internal Networking through Enterprise Platforms Use your organization s enterprise social networking to enable sharing between new hires & current employees. Encourage discussions through on-line questions & brainstorming. Use chat sessions to encourage group discussion between new hires & seasoned employees. Use forums & blogs to help disseminate information about the organization s culture. 44

45 Web-based Onboarding Products These products offer a personalized, electronic onboarding experience that engaginglyintroduces new hires to the organization, connectsthem with colleagues, & helps them acclimateto the culture faster. They are especially effective with millennial new hires. Allow for interactive collaboration using: Virtual breakout rooms Message boards Forums & blogs Application sharing On-demand & webcasts One-on-one chats Team competitions (Gamification) 45

46 Gamification Gamification calls for adding elements of games rewards, points, recognition into your program. Use gamificationin onboarding to increase engagement & improve motivation. Design levels or points to incentivize completion. Include timelines & deadlines for achieving certain milestones. Example: Send your new employees on a quest to seek some piece of knowledge about your organization. 46

47 Web-Based Onboarding Product Advantages Saves money, after initial implementation costs Accelerates productivity Allows new hires to quickly find information Provides an engaging onboarding experience Facilitates compliance training & paperwork Facilitates onboarding in multiple languages Allows for synchronous & asynchronous participation Can be adapted for tablets & mobile devices 47

48 Web-based Onboarding Products There are many products with many pros & cons. This is NOT an endorsement of any product, just a list to get you started. On24.com* Successfactors.com* Icims.com Brainshark.com Enwisen.com Caprivisolutions.com *Virtual environments 48

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50 Web-Based Onboarding Caveat Some evidence suggests that in-person onboarding may be more effective that web-based onboarding. New employees who interact with other human beings tend to experience more positive job attitudes and lower levels of turnover compared to those who undergo individualized computer-based experiences. A blended solution is probably a good balance. 50

51 Part V: Evaluating Onboarding 51

52 Onboarding Evaluation Metrics Retention rate after 90 days Retention rate after 1 year Time it takes new hires to become job-proficient as compared to non-oriented hires Time saved planning & executing onboarding HR time saved on benefit explanations Time saved on compliance paperwork & training 52

53 Questions to Ask New Hires After 1, 3, 9, &/or 12 months ask new hires: 1. How has onboarding helped you become comfortable with your job, your co-workers, your manager, & the organization? 2. In what ways has it been lacking? 3. What is your perception of your progress so far? 4. On a scale of 1-10, what is your comfort level working here? 5. What other training or information could help your productivity? 53

54 I Am Not An Attorney The information in this presentation is intended as general background information on management best practices. It is not to be considered legal advice. Employment law changes often and information becomes rapidly outdated. You are advised to consult legal representation when developing workplace policies & procedures. 54

55 Review Get senior management buy-in for your onboarding. Plan on phased-in onboarding, not a 1-shot deal. Use a cross-functional team to develop & deliver your onboarding. Use creative & engaging strategies. Brand your onboarding in a unique way. Include virtual employees. Encourage managers to play an active role. Utilize mentors. Add socialization, fun & celebration. Evaluate & update your onboarding regularly. 55

56 Your Trainer Today Has Been Judi Clements Follow us at 56