Using Technologies to Onboard New Hires

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1 Using Technologies to Onboard New Hires Statistics show that 1 in 6 new hires will leave in the first 6 months of employment. It is critical for employers to have an effective onboarding experience to reduce turnover, increase commitment, job satisfaction and productivity. This session will describe how technology and web based systems can help streamline processes by centralizing data, automating tasks, and reducing administrative time and costs. Learn how to increase new hires engagement with before they even start working!

2 Using Technologies to Onboard New Hires Matt Simms Senior Business Unit HR Manager Tenneco, Inc. Matt is the Sr. Business Unit Human Resources Manager for the North America Aftermarket group in Monroe, MI. He is responsible for all human resources activities of the group. Matt s responsibilities include talent acquisition and retention, employee development, talent management and coordination of Tenneco s global social media strategies. Matt holds a bachelor s degree in organizational communication from Eastern Michigan University, and a master s degree in human resources from Central Michigan University. Matt has worked in the automotive industry for over 12 years, and has held several progressive roles within the human resources profession.

3 Using Technologies to Onboard New Hires Thomas Boyle Director of Product Strategy SilkRoad Technology Thomas has consulted with hundreds of organizations on their unique Talent Management strategies. Focusing on Recruiting, Onboarding, Performance Management and Social Media, Tom understands the marriage between unique business processes and system needs. Tom is currently Director of Product Strategy at SilkRoad technology focusing on their award winning life suite of Talent Management products.

4 Onboarding for Success Thomas Boyle - SilkRoad Matt Sims - Tenneco The Cost 37 Billion The amount employees cost U.S and U.K companies by not fully understanding their jobs. -IDC International Data - Onboarding Defined Strategic process designed to attract new employees, reaffirm their employment decision, acclimate them into the organization's culture, and prepare them to contribute to a desired level as quickly as possible. Aberdeen Group 1

5 The Onboarding Experience Prepare Engage Develop Enable Cultural Mastery Interpersonal Network Development Early Career Development Strategy Emersion and Direction Governance and Administration Target, Inform, Engage throughout Benchmarking What Does your Onboarding Process Look Like? 2

6 What Does your Onboarding Process Look Like? 25% couldn t log onto the network 29% didn't feel prepared the first day 28% didn't have sufficient introduction to culture 20% didn't know how to find company resources Manager/Team was not involved in onboarding 27% of the time 7 Key Drivers Benchmark: Onboarding Automation 3

7 Benchmark: Technology in use Tools that automate forms management Personalized portals for employees Reporting tools that monitor which employees have completed what forms Tools that track HR compliance rates Social technology 10 Duration of Onboarding 80% of respondents indicated that they spend 3 months or less on their onboarding process. 26% which was the largest group indicated they spend 1 3 months onboarding. 9% of respondents indicated that they spend 1 Year. 11 Transitions being managed through process 66% Employee Offboarding 56% Employee Transfers 31% Mergers and Acquisitions 4

8 Barriers Ownership Benefits of Investing in Onboarding System New hire satisfaction Compliance Engagement Improved productivity Cost savings Time savings Employer branding 5

9 ROI After implementation we experienced 90% improvement in Day 1 Readiness. - Freescale Semiconductor SilkRoad - Impact Timeline Future State Current State Accelerated Productivity Increased Retention Accelerated time to contribution Day 1 Readiness Pre Day 1 Day 1 Day 90 Year 1 Prepare & Orient Integrate Excel Retain Getting Started 6

10 Onboarding Considerations 1. What are the objectives for the onboarding program? 2. When will formal onboarding start? 3. What will be the duration of the our onboarding program? 4. What do new employees need to know about our culture and work environment that will make them feel comfortable? 5. What impression do we want them to walk away with at the end of Day 1? 6. What tools, supplies, etc. do employees need? Computer, phone, Blackberry, office or cubicle, etc. Onboarding Considerations 7. What role will HR play in the onboarding process? 8. What role will the employee s supervisor play in the onboarding process? 9. What role will the employees co-workers play in the onboarding process? 10.What goals do we want to set for the employee? 11.How will we measure the success of the onboarding program and how frequently? (ie. end of Day 1, 1 st week, 30, 60, 90 days, 1 year) 12.How will we gather feedback on the program? (ie. survey) Onboarding Process Framework Start Before Day 1 Make it Interactive and Fun! Socialization Extend it Beyond Day 1 Assign a Mentor Get the Manager Involved Measure the Impact Automate the process 7

11 5 Keys to Success Call to Action Without a doubt, this hyper-competitive era demands that organizations think beyond onboarding, to consider more effective management of the full employee experience and its affects on the business and their most valuable asset their talent. Let us show you how to make the case and why its important. HR professionals are challenged to help run, grow, and transform more diverse organizations than ever. 23 Take Away #1 Improve day one readiness by enabling employees to contribute faster more effectively. Organizational and role alignment : Standardized processes, reduced paperwork and effort, a cohesive framework for geographically dispersed organizations. 24 8

12 Take Away #2 Increased Performance: Employees that are engaged and clearly understand their roles and contributions out perform their counterparts in organizations without a structured process. Gaps exist between TM programs and business-driven goals of organizations Tenneco s Onboarding Transformation 9

13 About Us One of the worlds largest leading designers, manufacturers and distributors of clean air and ride performance products and systems for the transportation original equipment market and the aftermarket. NYSE: TEN Fortune ,000 employees worldwide $7.9B+ in annual revenue 100+ locations globally Serving over 100 countries Our Brands Where We Were New Hires: Sitting in the HR conference room for 3-4 hours, reviewing policies and manually completing forms Seldom did the new hires show up with everything required to hit the ground running Forgot proper identification for the I-9, forgot to bring in bank information for the direct deposit form, etc. Comments on new hire surveys reflected a broken process and a general dissatisfaction with our onboarding procedures. 10

14 Where We Were Managers: Quite often were not ready for the new hire IT entitlements were rarely executed in a timely fashion No computer, no phone, no when new hire arrived Workspaces were not cleaned, prepared and ready for use, if available at all. Not aware that they were responsible for managing these processes. Lowest marks received on the new hire survey Not ready for me when I arrived! Where We Were Human Resources: All new hire paperwork was actually paper (manual processes) Using checklists to make sure we had everything we needed from the new hire Payroll information had to be faxed to the payroll data entry administrator Providing the new hire with paper copies of all policies and procedures, some up to 30 pages in length Had to remember to send the new hires additional information after their start date (i.e. online payroll information, new hire survey, training requirements) Why Electronic Onboarding? Needed a global solution that could support several different languages Needed a user-friendly system, especially for our manufacturing locations Needed the ability to eliminate as many manual processes as possible Needed a system that allowed for continuous improvements 11

15 Immediate Benefits Reduced non-value added orientation time by 90% 4 hours to 30 minutes (human touch still needed) Local facility portals allow for new hires to walk in knowing much more about their workplace Web-based system gives the new hire the opportunity to review the information from the comfort of their home, around their own schedule Friendly reminders to hiring managers so nothing falls through the cracks Greater transparency and alignment among managers, HR and new employees Immediate Benefits Eliminated 95% of the paper forms used prior to implementation (135 sheets per hire) No longer required to fax payroll information Utilization for post hire activities Ordering Od business cards New hire survey Required e-learning Quality of hire questionnaire Annual cost savings of $250,000+ (350 events) Reinforcement of our vision, mission and values + our employment brand The Results Speak for Themselves! 12

16 The Results Speak for Themselves! Demonstration Let s Stay Connected linkedin.com/in/mattsimssphr 13

17 Thank You! Proprietary and Confidential This material is proprietary to SilkRoad, inc. It contains trade secrets and confidential information which is solely the property of SilkRoad, inc. This material is solely for the client s internal use. This material shall not be used, reproduced, copied, disclosed, transmitted, in whole or in part, without the express consent of SilkRoad, inc. 14

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