Integrating Newcomers into The Workplace Presented by Tonya Syvitski

Transcription

1 Integrating Newcomers into The Workplace Presented by Tonya Syvitski

2 Mixing what employers already know with the perspective of integrating new comers into their Canadian workforce Objective

3 Employer Accountability

4 1. Proper job description 2. Strategic onboarding program 3. Training program 4. Performance plan/ evaluation If these are not solid, you need to be concerned not only for the performance of newcomers, but all of your new hires and current staff. Employers accountability to staff

5 Job descriptions are more than a reference for hiring: Talent acquisition strategy Communicates expectations Ensures equitable hiring Foundation of training program Job Descriptions

6 Job Descriptions

7 Provides the basic template for performance reviews/measurement Aids in the development of a career path Is used again for new hires Job Descriptions

8 They do not define social expectations Behaviours listed sometimes leave room for interpretation Do not include everything that someone is evaluated on When things get out of scope can lead to internal conflict Job Description Hiccups

9 See It Own It Solve It Do It Job Descriptions Hiccups

10 Onboarding

11 Organisational Socialization First 3 months of onboarding will significantly impact the success of any new hire into the organisation Designed based on an organization's needs, values, and structural policies Onboarding

12 Generally Teach Technical Policies Processes High level resources Onboarding

13 Lack Social expectations Micro-corporate culture Who is who How to communicate Onboarding

14 Immediately set up with a: Mentor. Peer/ buddy system. Ensure all social upcoming events are in the calendar within week 1. Onboarding additions

15 Training

16 The training strategy needs the business plan and corporate strategy The training strategy needs the job description. The training strategy manages risks. The training strategy increases retention Training provides life skills. Training

17 That the employee thinks the same way that the employer does. That the employee learns the same way an employer does. Will use the exact same vocabulary as the employer for processes and procedures. That education and past experience means that shortcuts can be taken. Training Assumptions

18 How to do the job Why the job is required How the job benefits the clients, employee and organisation What are the expected outcomes Defined Timelines Who is responsible for what Training

19 If someone finds themselves using the sins of the English language should, could, would then there either is a gap in training, communication or the hiring process. It would be nice if telling someone something once was the way things worked but it isn t realistic. So if we are saying I should only need to tell you once and I am sick of repeating myself it s time to evaluate the training, the delivery or if something went wrong in the hiring process. REPEAT, REPEAT, REPEAT

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21 Have a clearly defined performance rating system Ensure all employees are evaluated with the same system Ensure the process is as objective as possible and not subjective Set realistic expectations Communicate, communicate and then do it again Performance Plan

22 Performance Appraisals assess: o Job Skills o Personality o Behaviour o Training needs Performance Plan

23 Evaluate the quality Evaluate quantity of output Provides opportunity for further training Provides opportunity for recognition and praise Performance Plan

24 Based on both the job description and the training program. Consistent timing. Consistent rating system for everyone Allow employee comment on their performance and feedback. Used to set new goals Performance Plan

25 Systematic Fails

26 Sink or Swim Respect isn t given it is earned Management and staff do not have a clear understanding of how to interact with new comers Realistic expectations Communication breakdown Business model does not consider costs of retention and turnover Systematic Fails

27 Whole entire process does not accommodate or take into consideration cultural differences Whole employment cycle overlooks what is underneath the iceberg Ignorant of culture shock Systematic lack of compassion Systematic Fails

28 Inclusion is a piece of paper, a policy but the act of inclusion is not ingrained in the people top to bottom Inclusion is not included in performance evaluations Reverse cultural training poorly provided to middle management My way is the only way That is not the Canadian way Systematic Fails

29 Integration of New Comers is related to good hiring practices, saves money on staff turnover, can advance organisational performance, lead to cultural awareness and can be accomplished in a fair and consistent manner. Conclusion