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1 ONBOARD, ACCELERATING NEW HIRE TRAINING WEBINAR BROUGHT TO YOU BY:

2 ? HOW WOULD YOU DESCRIBE YOUR NEW HIRE TRAINING?

3 WHAT WE HOPE YOU LL LEARN What is strategic onboarding 5 Best practices to accelerate the new hire training process How to measure the impact

4

5 WHAT IS ONBOARDING? STRATEGIC VS. TACTICAL

6 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. SOURCE: Bauer, T.N. and Erdogan, B. APA Handbook Of Industrial And Organizational Psychology

7 BENEFITS OF A STRONG OBOARDING PROGRAM EMPLOYEE COMPANY Become familiar and comfortable with their job roles. Improve employee retention. Learn about company culture and job-related resources. Reduce the amount of time to productivity. Start to build relationships and networks. Increase visibility of new hires. Strategic Onboarding. Bersin by Deloitte.

8 BENEFITS OF A STRONG OBOARDING PROGRAM EMPLOYEE COMPANY Align expectations of jobs and careers. Improve internal communications. Feel engaged and valued. Improve customer satisfaction. Receive immediate feedback. Improve company brand. Strategic Onboarding. Bersin by Deloitte.

9 EMPLOYEE ENGAGEMENT DROPS BY 8% AFTER THE FIRST 6 MONTHS OF EMPLOYMENT. SOURCE: Gallup, State of the American Workplace % 44% According to an Aberdeen Benchmark Report, EFFECTIVE ONBOARDING improves RETENTION RATES BY 52% CUSTOMER SATISFACTION BY 53% TIME TO PRODUCTIVITY BY 60%

10 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.

11 5 BEST PRACTICES FOR EMPLOYEE ONBOARDING 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

12 PLANNING AHEAD Understand future needs and potential gaps Behavior-based interviewing Character and culture fit

13

14 COMPANY GOALS AND CULTURE Mission, strategy, and goals What is the employee s impact? Information flow and learning

15 BUILDING A SOCIAL NETWORK Make connections inside and outside the workplace Introduce to key people Enterprise social networks 60% OF MANAGERS WHO FAIL TO ONBOARD SUCCESSFULLY CITE FAILURE TO ESTABLISH EFFECTIVE WORKING RELATIONSHIPS AS A PRIMARY REASON.

16 EXPECTATIONS AND GOALS Learning style and preferences Management style Performance measurements Feedback and coaching

17 TECHNOLOGY AND TRAINING Learning resources and content Off-the-shelf and custom video Resource delivery LMS and mobile

18 MENTORING AND COACHING Knowledge, support and resources Cross functional Career guidance and feedback

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

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

21 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

22 New Hire Learning Plan MICROSOFT 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

23 THE MANAGER S ROLE Performance expectations Regular feedback Employee engagement

24 MEASURING THE IMPACT PRODUCTIVITY TIME TO PRODUCTIVITY RETENTION EMPLOYEE AND CUSTOMER SATISFACTION EMPLOYEE REFERRALS INNOVATION SAFETY AND COMPLIANCE

25 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.

26 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

27 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.

28 KEY TAKE-AWAYS Onboarding and new hire training should be considered a strategic initiative of your organization. Successful strategic onboarding programs are good for the bottom line and the overall health of your organization. The five best practices: planning ahead, integrating your company s goals and culture, outline expectations, utilize technology and online resources, and get your managers involved.

29 QUESTIONS Use the Q&A box in the lower right hand portion of your screen. BIZLIBRARY.COM

30 RECOMMENDED RESOURCES COURSE TITLE: Cutting Edge Success at Work: Build Employability Skills DURATION: 11 min. COURSE TITLE: Creating Great Business Video: The New Learner DURATION: 6 min.

31 RECOMMENDED RESOURCES COURSE TITLE: Microsoft Outlook 2010: Organizing Tasks DURATION: 2 min. COURSE TITLE: Microsoft 2013: Outlook 2013 Overview DURATION: 5 min.

32 7,000+ COURSES. 25 TOPIC AREAS. UNLIMITED ACCESS

33 Chris Osborn Vice President of Jessica Petry Sr. #BIZWEBINAR

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