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1 Employee Onboarding Sample Corporate Training Materials All of our training products are fully customizable and are perfect for one day and half day workshops. You can easily update or insert your own content to make the training more relevant to participants. Our material is completely customizable and is backed up by a 90 day 100% no questions asked money back guarantee! With our training courseware you are able to: Add your name and logo (and remove ours). Add your own content to make the training more relevant to your clients (i.e. using examples and case studies from within your organization or city) Train unlimited users within your organization. No Annual Renewal Fees Download training material on your time, from our secure servers United States International 73 Greentree Drive, Box # Provost Street Dover, Delaware New Glasgow, NS, Canada Toll-free: Phone: Fax: Fax: Any technical issues or questions can be addressed by our support team Our Product Catalog contains our entire library of available and upcoming courses. Please follow this link: Review our License Agreement to answer any licensing questions you may have. Please follow this link:

2 TABLE OF CONTENTS Preface... 3 What is Courseware?... 3 How Do I Customize My Course?... 3 Materials Required... 4 Maximizing Your Training Power... 5 Icebreakers... 6 Icebreaker: Friends Indeed... 7 Training Manual Sample... 8 Sample Module: Purpose of Onboarding... 9 Instructor Guide Sample Sample Module: Purpose of Onboarding Activities Quick Reference Sheets Certificate of Completion PowerPoint Sample Full Course Table of Contents... 40

3 Preface What is Courseware? Welcome to Corporate Training Materials, a completely new training experience! Our courseware packages offer you top-quality training materials that are customizable, user-friendly, educational, and fun. We provide your materials, materials for the student, PowerPoint slides, and a takehome reference sheet for the student. You simply need to prepare and train! Best of all, our courseware packages are created in Microsoft Office and can be opened using any version of Word and PowerPoint. (Most other word processing and presentation programs support these formats, too.) This means that you can customize the content, add your logo, change the color scheme, and easily print and training materials. How Do I Customize My Course? Customizing your course is easy. To edit text, just click and type as you would with any document. This is particularly convenient if you want to add customized statistics for your region, special examples for your participants industry, or additional information. You can, of course, also use all of your word processor s other features, including text formatting and editing tools (such as cutting and pasting). To remove modules, simply select the text and press Delete on your keyboard. Then, navigate to the Table of Contents, right-click, and click Update Field. You may see a dialog box; if so, click Update entire table and press OK. (You will also want to perform this step if you add modules or move them around.) If you want to change the way text looks, you can format any piece of text any way you want. However, to make it easy, we have used styles so that you can update all the text at once. If you are using Word 97 to 2003, start by clicking the Format menu followed by Styles and Formatting. In Word 2007 and 2010 under the Home tab, right-click on your chosen style and click Modify. That will then produce the Modify Style options window where you can set your preferred style options.

4 For example, if we wanted to change our Heading 1 style, used for Module Titles, this is what we would do: Now, we can change our formatting and it will apply to all the headings in the document. For more information on making Word work for you, please refer to Word 2007 or 2010 Essentials by Corporate Training Materials. Materials Required All of our courses use flip chart paper and markers extensively. (If you prefer, you can use a whiteboard or chalkboard instead.) We recommend that each participant have a copy of the Training Manual, and that you review each module before training to ensure you have any special materials required. Worksheets and handouts are included within a separate activities folder and can be reproduced and used where indicated. If you would like to save paper, these worksheets are easily transferrable to a flip chart paper format, instead of having individual worksheets.

5 We recommend these additional materials for all workshops: Laptop with projector, for PowerPoint slides Quick Reference Sheets for students to take home Timer or watch (separate from your laptop) Masking tape Blank paper Maximizing Your Training Power We have just one more thing for you before you get started. Our company is built for trainers, by trainers, so we thought we would share some of our tips with you, to help you create an engaging, unforgettable experience for your participants. Make it customized. By tailoring each course to your participants, you will find that your results will increase a thousand-fold. o o o Use examples, case studies, and stories that are relevant to the group. Identify whether your participants are strangers or whether they work together. Tailor your approach appropriately. Different people learn in different ways, so use different types of activities to balance it all out. (For example, some people learn by reading, while others learn by talking about it, while still others need a hands-on approach. For more information, we suggest Experiential Learning by David Kolb.) Make it fun and interactive. Most people do not enjoy sitting and listening to someone else talk for hours at a time. Make use of the tips in this book and your own experience to keep your participants engaged. Mix up the activities to include individual work, small group work, large group discussions, and mini-lectures. Make it relevant. Participants are much more receptive to learning if they understand why they are learning it and how they can apply it in their daily lives. Most importantly, they want to know how it will benefit them and make their lives easier. Take every opportunity to tie what you are teaching back to real life. Keep an open mind. Many trainers find that they learn something each time they teach a workshop. If you go into a training session with that attitude, you will find that there can be an amazing two-way flow of information between the trainer and trainees. Enjoy it, learn from it, and make the most of it in your workshops. And now, time for the training!

6 Icebreakers Each course is provided with a wide range of interactive Icebreakers. The trainer can utilize an Icebreaker to help facilitate the beginning of the course, as it helps break the ice with the participants. If the participants are new to each other, an icebreaker is a great way to introduce everyone to each other. If the participants all know each other it can still help loosen up the room and begin the training session on positive note. Below you will see one of the icebreakers that can be utilized from the Icebreakers folder.

7 Icebreaker: Friends Indeed Purpose Have the participants moving around and help to make introductions to each other. Materials Required Name card for each person Markers Preparation Have participants fill out their name card. Then, ask participants to stand in a circle, shoulder to shoulder. They should place their name card at their feet. Then they can take a step back. You as the facilitator should take the place in the center of the circle. Activity Explain that there is one less place than people in the group, as you are in the middle and will be participating. You will call out a statement that applies to you, and anyone to whom that statement applies must find another place in the circle. Examples: Friends who have cats at home Friends who are wearing blue Friends who don t like ice cream The odd person out must stand in the center and make a statement. The rules: You cannot move immediately to your left or right, or back to your place. Let s be adults: no kicking, punching, body-checking, etc. Play a few rounds until everyone has had a chance to move around.

8 Training Manual Sample On the following pages is a sample module from our Training Manual. Each of our courses contains twelve modules with three to five lessons per module. It is in the same format and contains the same material as the Instructor Guide, which is then shown after the Training Manual sample, but does not contain the Lesson Plans box which assists the trainer during facilitation. The Training Manual can be easily updated, edited, or customized to add your business name and company logo or that of your clients. It provides each participant with a copy of the material where they can follow along with the instructor.

9 The employer generally gets the employees he deserves. Walter Gilbey Sample Module: Purpose of Onboarding The purpose of onboarding is to help new hires transition into the roles at the company. When implemented correctly, onboarding will alleviate stress as it improves the culture of an organization. Employees who start well are more likely to stay at the company long-term. This will reduce turnover and save money in hiring and training costs.

10 Start-up Cost Hiring new employees is expensive. Besides the recruiting costs and salary, there is a number of start-up costs associated with new hires. Costs: Salary: This is the agreed upon pay rate. Benefits: This includes insurance, vacation pay, legal benefits, supplemental pay, and retirement. This is roughly.02 to.04 percent of the salary. Miscellaneous: These are the costs of training, rent, equipment, etc. This is.05 to 1.3 percent of the salary. Onboarding can reduce the miscellaneous costs by quickly familiarizing employees with their position.

11 Anxiety People naturally experience anxiety when they are placed in new situations. Taking a new job will automatically create stress. There is the stress of learning a new job and fitting in with the company s culture. Employees who are not properly oriented, both in their job and their surroundings, will remain stressed and anxious. Excessive stress will impede performance and increase company turnover.

12 Employee Turnover Turnover is inconvenient and expensive. Replacing qualified employees requires more than onboarding costs. There are a number of factors to consider when calculating the cost of employee turnover. Factors: Exit costs: This includes paperwork, exit interviews, knowledge, contacts, benefits etc. Absence costs: Company loses money in productivity, disruption, and possible overtime. Recruitment: The cost of advertising, recruiting, and screening candidates can be high. Onboarding costs: The cost associated with the hiring process. There are very specific ways to calculate turnover. A basic method, however, is to estimate 50 percent to 200 percent of an individual salary.

13 Realistic Expectations It is important to inform employees of the expectations placed on them from the beginning of their association with the organization. These expectations must be realistic. Not informing employees of all expectations, or making the expectation unrealistic, will hinder performance. Expectations: Company expectations: The vision and mission of the company Policies and procedures: The company policies and procedures that everyone must follow Housekeeping: Informal rules and guidelines Job description: Expectations, training, and evaluation procedures of the individual s job

14 Case Study A small publishing firm had high turnover of 75 percent. Most employees left within a year, and very few people lasted five years. The company paid well, but people would not stay long. Eventually, the cost of turnover began to significantly cut into the profits of the organization. A consultant was hired to examine the problem. The company lacked basic procedures. There was no orientation or onboarding process. New employees were hired and put to work without basic training. The CEO assumed existing employees would show new ones what to do, but they were too busy with their own work. New employees were scolded for their poor productivity, and most left for less stressful positions. Implementing a simple onboarding strategy reduced turnover by 55 percent within a year.

15 Sample Module: Review Questions 1. What is not a benefit? a) Insurance b) Vacation pay c) Legal benefits d) Training 2. What is not a miscellaneous cost? a) Training b) Equipment c) Retirement d) Rent 3. Employees need to be oriented in their jobs and. a) Surroundings b) Location c) Requirements d) Area 4. What is the effect of stress on performance? a) It increases productivity b) It impedes performance c) There is no effect d) It increases goals 5. What is an exit cost? a) Productivity b) Contacts c) Advertising d) Screening 6. What is a recruitment cost? a) Disruption b) Productivity c) Advertising d) Overtime

16 7. Expectations that are unexplained or hinder performance. a) Unrealistic b) Measureable c) Attainable d) Timely 8. What is not part of a job description? a) Training b) Evaluation c) Expectation d) Vision 9. What was the initial turnover? a) 55 percent b) 20 percent c) 75 percent d) 25 percent 10. What was the turnover after the onboarding? a) 55 percent b) 20 percent c) 75 percent d) 25 percent

17 Instructor Guide Sample On the following pages is a sample module from our Instructor Guide. It provides the instructor with a copy of the material and a Lesson Plans box. Each Instructor Guide and Training Manual mirrors each other in terms of the content. They differ in that the Instructor Guide is customized towards the trainer, and Training Manual is customized for the participant. The key benefit for the trainer is the Lesson Plan box. It provides a standardized set of tools to assist the instructor train that particular lesson. The Lesson Plan box gives an estimated time to complete the lesson, any materials that are needed for the lesson, recommended activities, and additional points to assist in delivering the lessons such as Stories to Share and Delivery Tips.

18 The employer generally gets the employees he deserves. Walter Gilbey Sample Module: Purpose of Onboarding The purpose of onboarding is to help new hires transition into the roles at the company. When implemented correctly, onboarding will alleviate stress as it improves the culture of an organization. Employees who start well are more likely to stay at the company long-term. This will reduce turnover and save money in hiring and training costs.

19 Start-up Cost Estimated Time Topic Objective Topic Summary Materials Required Planning Checklist Recommended Activity Stories to Share Delivery Tips Review Questions 10 minutes Explain employee start-up cost. Start-up Cost Calculate employee start-up cost. Worksheet: Start-up. None Complete the worksheet individually. Discuss your answers with the rest of the class. None You may want to bring a calculator and break into small groups for the discussion. What is included in the start-up cost? Hiring new employees is expensive. Besides the recruiting costs and salary, there is a number of start-up costs associated with new hires. Costs: Salary: This is the agreed upon pay rate. Benefits: This includes insurance, vacation pay, legal benefits, supplemental pay, and retirement. This is roughly.02 to.04 percent of the salary. Miscellaneous: These are the costs of training, rent, equipment, etc. This is.05 to 1.3 percent of the salary. Onboarding can reduce the miscellaneous costs by quickly familiarizing employees with their position.

20 Anxiety Estimated Time Topic Objective Topic Summary Materials Required Planning Checklist Recommended Activity Stories to Share Delivery Tips Review Questions 10 minutes Explore anxiety. Anxiety Discuss new job anxiety. Flipchart/Marker None Have participants discuss their new job experiences. Make a list of ways these companies did and did not address anxiety. Share any relevant personal experiences that relate to a new job. Encourage everyone to participate. What is a natural reaction to change? People naturally experience anxiety when they are placed in new situations. Taking a new job will automatically create stress. There is the stress of learning a new job and fitting in with the company s culture. Employees who are not properly oriented, both in their job and their surroundings, will remain stressed and anxious. Excessive stress will impede performance and increase company turnover.

21 Employee Turnover Estimated Time Topic Objective Topic Summary Materials Required Planning Checklist Recommended Activity Stories to Share Delivery Tips Review Questions 10 minutes Explore turnover. Employee Turnover Outline the cost of turnover. Worksheet: Turnover None Complete the worksheet individually. Discuss your answers with the rest of the class. You may want to show an online turnover calculator such as the one below so participants can do a more accurate estimate on their own. You can skip the class discussion to save time. What are the factors that contribute to turnover costs? Turnover is inconvenient and expensive. Replacing qualified employees requires more than onboarding costs. There are a number of factors to consider when calculating the cost of employee turnover. Factors: Exit costs: This includes paperwork, exit interviews, knowledge, contacts, benefits etc. Absence costs: Company loses money in productivity, disruption, and possible overtime. Recruitment: The cost of advertising, recruiting, and screening candidates can be high. Onboarding costs: The cost associated with the hiring process. There are very specific ways to calculate turnover. A basic method, however, is to estimate 50 percent to 200 percent of an individual salary.

22 Realistic Expectations Estimated Time Topic Objective Topic Summary Materials Required Planning Checklist Recommended Activity Stories to Share Delivery Tips Review Questions 10 minutes Outline expectations. Realistic Expectations Understand what expectations must be communicated. Flipchart/Marker None Create a list of expectations as a group. Make sure to include one for each heading and that the expectations are realistic. Write these goals on the flipchart. Share any personal stories about unrealistic expectations. Encourage everyone to participate. What is a company expectation? It is important to inform employees of the expectations placed on them from the beginning of their association with the organization. These expectations must be realistic. Not informing employees of all expectations, or making the expectation unrealistic, will hinder performance. Expectations: Company expectations: The vision and mission of the company Policies and procedures: The company policies and procedures that everyone must follow Housekeeping: Informal rules and guidelines Job description: Expectations, training, and evaluation procedures of the individual s job

23 Case Study Estimated Time Topic Objective Topic Summary Materials Required Planning Checklist Recommended Activity Stories to Share Delivery Tips Review Questions 10 minutes Outline the turnover case study. Case Study Discuss turnover and anxiety. None None Discuss the results of the case study. Why did employees leave? Share any relevant personal stories. Encourage everyone to participate. What training were employees given? A small publishing firm had high turnover of 75 percent. Most employees left within a year, and very few people lasted five years. The company paid well, but people would not stay long. Eventually, the cost of turnover began to significantly cut into the profits of the organization. A consultant was hired to examine the problem. The company lacked basic procedures. There was no orientation or onboarding process. New employees were hired and put to work without basic training. The CEO assumed existing employees would show new ones what to do, but they were too busy with their own work. New employees were scolded for their poor productivity, and most left for less stressful positions. Implementing a simple onboarding strategy reduced turnover by 55 percent within a year.

24 Sample Module: Review Questions 1. What is not a benefit? a) Insurance b) Vacation pay c) Legal benefits d) Training Training is a miscellaneous cost. The other answers are all benefit costs. 2. What is not a miscellaneous cost? a) Training b) Equipment c) Retirement d) Rent Retirement is a benefit. The other answers are miscellaneous costs. 3. Employees need to be oriented in their jobs and. a) Surroundings b) Location c) Requirements d) Area Employees need to be oriented in their jobs and surroundings. People need to feel comfortable in their workspace and with their peers. 4. What is the effect of stress on performance? a) It increases productivity b) It impedes performance c) There is no effect d) It increases goals Stress can impede performance and decrease productivity. It will also increase turnover. 5. What is an exit cost? a) Productivity b) Contacts c) Advertising d) Screening Employees who leave will take their contacts with them. This is an exit cost.

25 6. What is a recruitment cost? a) Disruption b) Productivity c) Advertising d) Overtime Advertising is a recruitment cost. The other answers are all absence costs. 7. Expectations that are unexplained or hinder performance. a) Unrealistic b) Measureable c) Attainable d) Timely Expectations that are unexplained or unrealistic hinder performance. The other answers apply to goals. 8. What is not part of a job description? a) Training b) Evaluation c) Expectation d) Vision Vision is part of the company expectation. The other answers relate to a job description. 9. What was the initial turnover? a) 55 percent b) 20 percent c) 75 percent d) 25 percent The initial turnover rate was 75 percent. This cut into company profits. 10. What was the turnover after the onboarding? a) 55 percent b) 20 percent c) 75 percent d) 25 percent The turnover dropped 55 percent. Subtracted from 75 percent, the answer is 20 percent.

26 Activities During the facilitation of a lesson Worksheet or Handout may be utilized to help present the material. If a lesson calls for a Worksheet or Handout it will be listed in the Lesson Plan box under Materials Required. The trainer can then utilize the Activities folder for the corresponding material and then provide it to the participants. They are all on separate Word documents, and are easily edited and customized. Below you will see the Worksheets or Handouts that are utilized during the training of the above lesson. They are located in the Activities folder and can be easily printed and edited for the participants.

27 Sample Worksheet: Start-up Calculate the employee start-up costs using the low estimate and the high estimate in the module. Low: Salary: $30,000 Benefits: Misc.: Total: High: Salary: $30,000 Benefits: Misc.: Total:

28 Sample Worksheet: Turnover Calculate the turnover costs using the low estimate and the high estimate in the module. Low: Salary: $30,000 Turnover Cost: High: Salary: $30,000 Turnover Cost:

29 Quick Reference Sheets Below is an example of our Quick reference Sheets. They are used to provide the participants with a quick way to reference the material after the course has been completed. They can be customized by the trainer to provide the material deemed the most important. They are a way the participants can look back and reference the material at a later date. They are also very useful as a take-away from the workshop when branded. When a participant leaves with a Quick Reference Sheet it provides a great way to promote future business.

30 Employee Onboarding Pre-Arrival Send welcome letter/packet: This should be done two weeks before the start date if possible. Prepare work area: Have the work area ready as well as any necessary items nametags, parking permits etc. Provide a contact: Employees should be able to contact someone with questions before they begin work. Schedule onboarding: Schedule a start date, welcome, and orientation. First Month The first month should help the employee settle in easily. It is important not to become complacent when a new employee settles in quickly. Keep up with the first month s checklist to ensure that the onboarding is a success. Checklist: Clarify: Continue to clarify roles and expectations. Meet: Meet weekly to give and receive feedback. Enroll: If necessary, enroll the new hire for any benefits. Check training: Make sure that the training is completed. Evaluate: Schedule a 30-day evaluation. Inform others: Let other employees know when the new hire is starting. First week s checklist: Work on the checklist for the first week. Designating a Mentor Time: Employees who are already overworked cannot effectively mentor another. Training: Is the employee qualified to teach someone else? Experience does not equal the ability to teach. Role model: Make sure that you choose a mentor who has qualities you would like to see in other employees. After designating a mentor, monitor the relationship closely. If they do not work together well, you may need to designate another mentor. Corporate Training Materials

31 Certificate of Completion Every course comes with a Certificate of Completion where the participants can be recognized for completing the course. It provides a record of their attendance and to be recognized for their participation in the workshop.

32 CERTIFICATE OF COMPLETION [Name] Has mastered the course Employee Onboarding Awarded this day of, 20 Presenter Name and Title

33 PowerPoint Sample Below you will find the PowerPoint sample. The slides are based on and created from the Training Manual. PowerPoint slides are a great tool to use during the facilitation of the material; they help to focus on the important points of information presented during the training.

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40 Full Course Table of Contents Preface...5 What is Courseware?... 5 How Do I Customize My Course?... 5 Materials Required... 7 Maximizing Your Training Power... 7 Module One: Getting Started...9 Housekeeping Items... 9 The Parking Lot Workshop Objectives Pre-Assignment Review Action Plans and Evaluation Forms Module Two: Purpose of Onboarding Start-up Cost Anxiety Employee Turnover Realistic Expectations Case Study Module Two: Review Questions Module Three: Introduction What Is Onboarding? The Importance of Onboarding Making Employees Feel Welcome First Day Checklist Case Study Module Three: Review Questions... 24

41 Module Four: Onboarding Preparation Professionalism Clarity Designating a Mentor Training Case Study Module Four: Review Questions Module Five: Onboarding Checklist Pre-Arrival Arrival First Week First Month Case Study Module Five: Review Questions Module Six: Creating an Engaging Program Getting Off on the Right Track Role of Human Resources Role of Managers Characteristics Case Study Module Six: Review Questions Module Seven: Following Up with New Employees Initial Check in Following Up Setting Schedules Mentor s Responsibility... 54

42 Case Study Module Seven: Review Questions Module Eight: Setting Expectations Defining Requirements Identifying Opportunities for Improvement and Growth Setting Verbal Expectations Putting It in Writing Case Study Module Eight: Review Questions Module Nine: Resiliency and Flexibility What Is Resiliency? Why Is It Important? Five Steps What is Flexibility? Why Is It Important? Five Steps Case Study Module Nine: Review Questions Module Ten: Assigning Work General Principles The Dictatorial Approach The Apple Picking Approach The Collaborative Approach Case Study Module Ten: Review Questions Module Eleven: Providing Feedback... 82

43 Characteristics of Good Feedback Feedback Delivery Tools Informal Feedback Formal Feedback Case Study Module Eleven: Review Questions Module Twelve: Wrapping Up Words from the Wise Review of Parking Lot Completion of Action Plans and Evaluations... 89

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