Onboarding New Employees

Transcription

1 Onboarding New Employees Ginny Vanderslice and Linshuang Lu Praxis Consulting Group Excerpted from The ESOP Communications Sourcebook, 6th ed. For details on The ESOP Communications Sourcebook or to order online, visit Copyright 2014 by the National Center for Employee Ownership (NCEO). Do not reproduce or redistribute this material without the express written permission of the NCEO. See for more information.

2 Onboarding New Employees Ginny Vanderslice and Linshuang Lu Chapter 4 Bringing on new employees is a complex process. New employees must not only learn their job responsibilities as well as company policies and procedures but also must navigate new relationships and cultural norms. The ESOP, with its impact on the company s culture and its technical details, further complicates the onboarding process. Companies with exceptional onboarding processes carefully consider what employees need to know and are capable of learning in their first year of employment. They also recognize other aspects of joining a company that will help new employees feel they work at a place where they can be successful and fulfill their personal goals (e.g. social integration in their department and with others of similar age). Finally, these companies think through who should have responsibility for managing the different elements of the employees integration. This chapter covers two key aspects of the onboarding process for an ESOP company: orienting new hires to the culture of the company and educating them about the ESOP. We advise that beyond a high-level message about the importance of the company being employee-owned and the role of the ESOP, detailed ESOP information is best delayed until an employee is close to becoming a participant. Research on adult education recognizes that people are more likely to retain information when it becomes important to them. ESOP account rules and mechanics are not immediately relevant to employees jobs and are too technical to expect new employees to absorb while they are learning their jobs and company procedures. Because of this, we believe that integrating a new employee into the company s culture and teaching them what behaviors are expected of them should take priority in the first months. When employee ownership is a central component of a company s 43

3 44 The ESOP Communications Sourcebook culture, orienting employees to the culture will also build awareness of the importance of the ESOP for the company. James Heskett, a well-known Harvard Business School professor, recently wrote in the book Culture Cycle about the demonstrable impact of a company s culture, asserting that up to half of a firm s profitability can be attributed to its culture. Decades of research have confirmed that when an ownership culture, characterized by high participation and engagement, is coupled with actual employee ownership, significant performance benefits can be achieved. Many ESOP companies cultivate cultures that leverage the power of shared ownership: places where trust, teamwork, mutual accountability, responsibility, cooperation, respect, and transparency are practiced and prioritized. These are companies where people are motivated to work well together and to improve the company not just because of the financial rewards in the ESOP but also because of the positive and compelling work environment. For many ESOP companies, their culture is foundational to their performance and success. New employees are usually eager to figure out the company s culture and how they fit in, making the new hire period one of the best opportunities to shape an employee s appreciation of the culture and the behaviors that will make them and the company successful. Onboarding new employees so they understand the culture and its connection to the ESOP will help sustain the company s culture and ultimately its business. Learning About the Company Culture A senior team member had been employed at his 100% ESOP company for eight years. The company s decision making was slow because it was committed to inclusion and to the belief that more input would result in better long-term decisions as a key part of its ownership culture. Input was sought and proposals were vetted by people from all levels. Though the leader appreciated and was committed to the company s way of doing things, by self-report it took him more than five years (during which time he was often frustrated with slow decision making) to understand why the company did things the way it did. Coming from a different previous company culture, he was used to having a few senior people make decisions and everyone else falling into line. Because the

4 Onboarding New Employees 45 So What Do You Say About the ESOP in the First Few Days of a New Hire? Because the ESOP is an important part of what makes a company unique, it makes sense for companies to provide brief messaging about the ESOP in the first days of a new hire, framed in the context of what it means for the company, its culture, and its values. The initial ESOP message may be as simple as: We re employee-owned. Employee ownership works through something called an ESOP where through a retirement plan, you benefit from growth in the company s stock value. You ll have a chance to learn more details about how the ESOP works later this year. In the meantime, what s important to know now is that for us, being employee-owned means that we care a lot about fostering a positive team environment and hearing your ideas for how to make the company better. Because all of our employees are owners, we all are responsible for working together and improving the company. You ll have a chance in your orientation program to learn the specifics of how you can be involved. In addition, you can expect to receive a lot of communication about our business goals, how we re performing as a company, and what we are doing that is making us successful. company did not provide a deep orientation to its culture and values, this person struggled for five years to understand the culture, even though the culture supported the company s steady growth and success in a competitive market. Introducing new employees to a company s culture can be challenging, especially when that culture differs from other work environments a person has experienced. Yet understanding and connecting to a firm s culture builds a person s engagement and commitment to the firm. Formal orientation programs are a valuable way to connect employees with the company s mission, values, leaders and co-workers, and culture. For ESOP companies, the orientation program is a platform to discuss the opportunities and responsibilities of being an employeeowner. How is ownership reflected in a person s everyday work experience? What can they expect of others and what will others expect of

5 46 The ESOP Communications Sourcebook them? How does it build long-term wealth for everyone? What does being in it together as co-owners mean for how people treat one another? Most orientation programs focused on bringing new employees into the culture happen once or twice a year and may take place over a single day or several days. They usually begin with an overview of the company history, including the role of the ESOP. The CEO or other senior leader will share this history, provide context on the company s current position, and discuss where it hopes to grow in the future. Following this, companies often provide some form of general business orientation. This may range from financial literacy education and department presentations to an overview of the business competitive advantage. This is often accomplished through a basic series of presentations, discussions, and activities. For example, King Arthur Flour, a 100% ESOP company selling flour and baking ingredients and equipment, includes a scavenger hunt in its one-day new employee orientation. New employees are divided into teams and sent to speak with people in different departments in order to answer questions. Orientation day also includes a session with a baking educator that provides a hands-on focus on essential characteristics of the company s most popular flours as well as a game that teaches new employees which of their nonperishable products are the most popular. In addition, new employees, regardless of their functional responsibilities, are expected to take a beginners bread baking class to personally understand the process of making this core product. Companies that believe their culture is an important component of their success emphasize core values and culture in some segment of their orientation program. This may mean educating employees on the rights and responsibilities of being an employee-owner, elaborating on company values, and specifying desirable behaviors. To make this meaningful, companies have made this information practical and concrete. North Highland Companies is a 100% ESOP-owned consulting firm headquartered in Atlanta. The founders built the firm on a set of values they believed would give them a competitive advantage. To begin orienting new hires to these values, the company assigns each new hire a topic from the book True Professionalism by David Maister. Each person then introduces his or her topic to roundtable groups for discussion. The topics chosen, such as honesty, integrity, and understanding client value, are all central to North Highland s ownership culture.

6 Onboarding New Employees 47 Central States Manufacturing, a 100% ESOP-owned company that manufactures and distributes metal building products, requires new hires to attend values and mission statement training. The company aims to do this within two weeks of the hire date. In that training, specific scenarios are covered and participants are asked how they would respond. Some of these scenarios involve conflicts over corporate values that require a person to prioritize one over another. For instance, to rank the importance of the values of integrity and financial success, new hires must discuss whether they would delay the departure of a delivery truck over safety weight limits, even if it would result in late delivery and a potential lost customer. Gardener s Supply, a 100% ESOP-owned print and online catalog company that sells gardening supplies, home and garden décor, and gifts, has an employee tell a story about each of its 10 values. Then participants are divided into small groups to discuss how well the company is living each value by giving examples of where they see that value reflected in behavior or practices and/or where they think the company could do better. These discussions also keep company leaders attuned to how well the values are being reinforced. In addition to a formal orientation program, companies can create informal channels to orient new employees to the culture. For instance, at Gardener s, supervisors are charged with making sure new hires feel welcome by doing things such as taking them to lunch, introducing them to others, and having flowers delivered to them. Supervisors and managers with good feedback skills can guide new hires toward desired behaviors and attitudes. Other companies might assign peer mentors to new hires so they have someone they can talk to and seek advice from informally. ESOP Orientation Companies often find that the best time to provide detailed ESOP education is when new hires become or are close to becoming eligible for the ESOP, generally a year or two after they join the company. Even if a company regularly provides ESOP communication, dedicating time to informing newer employees can help get them up to speed. New hire ESOP sessions can be adapted from the initial or recent ESOP transac-

7 48 The ESOP Communications Sourcebook tion communication, since questions that new hires have are often similar to those asked after a transaction. The human resources department or the employee communications committee may deliver the training, but having a senior leader kick off the meeting with enthusiastic words about the ESOP can emphasize its importance. Although every company takes an approach that best fits it, typically ESOP educational sessions are an hour to an hour and half and cover basic questions, such as: Why are we an ESOP company? What is an ESOP? How do I get company stock and what will it be worth? and How does employee ownership affect how we manage and govern the company? Starting with the Why of employee ownership allows the opportunity to cover the key ESOP messages for the company and once again connect the ESOP to the culture of the company. Whether it s creating a means for each person to build wealth, benefitting from the company s success, preserving the independence of the company, and/ or sustaining the company s culture, it s helpful to start an education session that might be detail-oriented with a reminder of the compelling larger picture. To answer the question What is an ESOP?, an education session could compare and contrast ESOPs with more familiar types of retirement plans (e.g., 401(k) plans). Sharing general ESOP statistics (many are available through the NCEO s Web site at and stories from other ESOP companies, especially ones that employees will recognize, can provide evidence that ESOPs are a legitimate form of ownership. Answering the question How do I get company stock and what will it be worth? involves going over the ESOP rules for eligibility, allocation, vesting, and distribution. People are usually most interested in learning how they receive stock, when they will receive their distributions, and what their accounts could be worth. This may require a basic review of the ESOP transaction so that people understand the role of the suspense account, if applicable. Companies can also take this opportunity to explain the valuation process and the factors that drive share price, linking the behaviors that will contribute to company performance with the growth of individual ESOP accounts. Many companies may share sample growth scenarios or an account projection tool so that

8 Onboarding New Employees 49 employee-owners can see what their ESOP accounts might be worth in the future under different assumptions. Finally, addressing the question How does employee ownership affect how we manage and govern the company? involves discussing the governance structure of the company and the role of the trustee. For most ESOP companies, this means explaining how ownership of stock through the ESOP in and of itself provides employees with little control or input in how the company is run. Rather, employees input and participation happens in their day-to-day jobs through appropriate channels and through the culture of the company. This, once again, is an opportunity to reinforce the corporate culture and the rights and responsibilities of being an employee-owner. Conclusion Hiring and bringing new people into our companies is exciting! It signals growth and brings in new perspectives and skills. Yet, it will be important to ensure that these people understand the company s values and culture and its connection to the ESOP, whether they are entry-level hires who need to learn to give input and think about how to improve the company, managers who need to invite feedback and suggestions, or senior leaders who must model the type of behavior they hope to see in the company. The combined impact of ESOP ownership and an ownership culture on a company s performance is enormous, and the integration of new hires is critical to sustaining that advantage.