Manager's Guide. nboarding. Building Employee Engagement

Transcription

1 Manager's Guide nboarding Building Employee Engagement 2

2 Onboarding: Building Employee Engagement Why an Onboarding Strategy? Effective onboarding of new hires can increase an employee s effort in excess of 20% employee engagement 90% of employees decide whether or not they will stay with the organization within the first six months on the job Onboarding can improve employee retention by 25% two months faster Organizations which invest time/resources in onboarding have high levels of With an effective onboarding program, time to productivity has been shown to be The Objectives of Onboarding 2 Helping new employees to identify with the employer values and priorities Building an optimistic attitude toward the employer Introducing new employees to the Government of Newfoundland and Labrador s Helping the employee feel valued and welcomed Encouraging socialization and creating a sense of belonging Reducing new employee anxiety Discussing and agreeing on performance expectations Decreasing the learning curve for new employees The latest edition of this document is available at:

3 Key Components Online orientation checklist In person welcome for new hires at the unit, department and corporate level Information sessions for managers Online tools for managers An accountability measure Employee handbook The Difference Between Onboarding and Orientation TYPICAL ORIENTATION Transactional focus and goals Less than one week Owned and executed by human resources staff Addresses some new employee needs Employee attends Output: a new hire with completed paperwork and some general information ONBOARDING Strategic focus and goals Includes first year Integrates multiple offices, functions and individuals Addresses more new employee needs from information and equipment to training and networking Employee is an active participant with a vested interest in success Output: Successful first year for new employees - maximizes employee engagement and retention 3

4 In Person Welcome Session This session will: welcome new employees to government introduce service excellence discuss the concept of public service present the values of the core public service discuss vision, mission, goals and organizational structures This agenda will be achieved through a series of stories told by public service employees about their careers in government. Each story will be aimed at creating a sense of pride in the new employees at having joined a dynamic employer with a mission of service. 4 The latest edition of this document is available at:

5 Additionally, participants will move to a series of facilitated small group discussions. The focus is to provide them with information they may require in addition to online and departmental resources. Topics may include pensions, benefits, learning and development, the ATIPP Act and information management and technology. 5

6 Onboarding Timeline Ideas and Suggestions for Managers for the Different Stages of Onboarding WHEN YOU HAVE A VACANCY define the work that needs to get done develop/update/revise the position description confirm/review/revise the classification and pay scales identify the competencies that are needed in the position consider the qualifications that generally result in the competencies you are looking for consider previous/recent competitions for similar positions; are there candidates with the qualifications you are looking for? Is this going to be difficult to fill because of pay scale, qualifications, location of work? work with the Public Service Commission (PSC) and the Strategic Human Resource Management (SHRM) Unit to develop a recruitment strategy TWO WEEKS PRIOR TO FIRST DAY ensure the new employee has a work space, desk, computer, telephone and all appropriate materials and equipment to function adequately submit Request for Network Accounts and / or Computer Equipment form to the OCIO service desk make appointment with Transportation and Works for ID card make appointment with the Service Centre in the Compensation and Benefits division of the Department of Finance for payroll setup BEFORE AN EMPLOYEE'S FIRST DAY welcome the new employee to the team with a personal touch: personal note or phone call provide him/her with important information/learning about the organization; online or in hard copy. (eg. Annual reports, business plans, policies and procedures, etc.) send important information about the first day; hours of work, dress code, access to lunch facilities, parking details, security information, who to contact and what time to show up let him/her know about the paperwork that can be completed in advance or will need to be completed on day one; including documents to bring on the first day get vital reference materials, such as Organizational chart, contact list, phone directory, job description; employee handbook create a key list of people including their link to the employee s position draft a preliminary Potential plan and learning and development plan for the employee for three months notify the new employee s co-workers, perhaps by , that s/he is starting organize a welcome gathering where appropriate 6 The latest edition of this document is available at:

7 ORIENTATION (FIRST DAY) personally greet the new employee have the employee sign any forms, complete any needed paperwork introduce him/her to their work area, let him/her know how the computer, phones work explain the workplace culture provide a copy of the position description and provide information about the position/responsibilities send the employee the link to online orientation information encourage him/her to register for the in person welcome session when the invitation is received review fire/emergency evacuation procedures and relevant OH&S policies review Probationary/Trial Period and set follow-up date FIRST WEEK include the new employee in social activities at coffee/lunch review orientation checklist (available online) outline the Potential process and review the draft plan assign meaningful/achievable work share the mission and values of the department register the employee for a departmental orientation FIRST 90 DAYS AND AT REGULAR INTERVALS FOR THE FIRST YEAR review Potential plan and learning and development plan outline learning and development opportunities discuss career aspirations provide and coaching feedback on performance continue to express support continue to engage in social aspects of work ask for feedback on hiring, socialization process, work to date solicit feedback from key clients and peers AT THE END OF THE FIRST YEAR recognize completion of first year summarize accomplishments/achievements provide feedback and develop a Potential plan for second year 7

8 Onboarding Roles & Responsibilities MANAGER managing the Onboarding Timeline and the online checklist at EMPLOYEE being an active participant in the Onboarding process to do his/her job well reviewing information provided in advance of the start date bringing paperwork and other required information participating in training being ready to accept new work styles and office norms proactively seeking to develop relationships and seeking resources needed S T R AT E G I C H U M A N R E S O URCE MANAGEMENT UNIT when a manager identifies the need to fill a position, HR staff will discuss the type of position to be filled, ensure there is an accurate and up to date position description and position control number (PCN), process the Request for Staffing Action (RSA) form and liaise with the PSC to post and solicit applications working with the manager and the Staffing personnel from PSC, identify a selection board preparing and sending job offer letter notifying the PSC of the selection decision scheduling a start date and departmental orientation activities processing required paperwork and linking with the Service Centre, in the Compensation and Benefits divison of the Department of Finance supporting the manager in providing departmental and job specific orientation supporting the manager in conducting and providing performance feedback and effective measuring and reporting on Onboarding activities integrating all aspects of Onboarding to ensure the process is streamlined P U B L IC S E R V I C E C O M M I S SION providing a hiring process that is based on merit marketing the employer in a dynamic, exciting and honest manner so that the 8 experience of new hires is consistent with the advertised message working with managers and Strategic HR staff to fill vacancies through the meritorious hiring process The latest edition of this document is available at:

9 PUBLIC SERVICE SECRETARIAT providing an Onboarding process and tools providing learning opportunities for managers about Onboarding; supporting learning needs at all levels providing support to persons with disabilities in the workplace (Office of Employment Equity for Persons with Disabilities) coordinating the corporate orientation program OFFICE OF THE CHIEF INFORMATION OFFICER issuing and setting up new equipment for new employees setting up accounts with appropriate access developing processes that support Onboarding COMPENSATION AND BENEFITS DIVISION DEPARTMENT OF FINANCE ensuring the information needed for payroll purposes is collected explaining the payroll and benefits programs to new employees enrolling the new employee in the benefits programs that s/he wants completing actions required to put the new employee on the payroll system 9