Learning and Development New Manager Onboarding Guide www.yorku.ca/hr/hrlearn.html
Table of Contents Introduction...1 What is Onboarding?...1 What is the Difference Between Orientation and Onboarding?...2 Why is Onboarding Important?...3 Whose Responsibility is Onboarding?...3 Onboarding Program at York University...3 Roles & Responsibilities... 4 Process Map for Onboarding A New Manager... 5 Tips on Making Your First 90 Days Successful...6 Onboarding Manager Checklist... 6 Planning For Five Conversations... 6 Understanding the Culture... 7 Belonging and Feeling Connected... 8 Understanding the Buddy Program... 8 Evaluation Check-in Questions... 10 Creating Your Contact List...11 Acronyms...12 Annotated Bibliography A Few Special Books...12
Introduction Welcome to York University! We are pleased to welcome you as part of the York University management team. We are committed to providing you with the support and resources during your transition. This guide is intended to provide you with useful information to assist you in making a successful transition. What is Onboarding? Onboarding, including orientation, begins with the first contact and ends upon the first year of employment. Onboarding is a process whereby it gets you up to speed with the policies, procedures, culture, expectations, and day-to-day responsibilities for your department/unit. We have adopted this process at York University to: ensure you feel welcomed affirm you have made the right choice in selecting an employer affirm that you fit into the organization build relationships with key stakeholders increase engagement and satisfaction reduce the time it takes to hit the ground running Learning and Development 2009 York University 1
What is the Difference Between Orientation and Onboarding? The following table outlines the differences. ORIENTATION Is typically a 1 day event Focuses on organization s structure, mission and policies Includes a review of the Employee handbook Completion of payroll and benefits paperwork Other administrative issues ONBOARDING Extends well beyond the 1 st few days Is a systematic process Can last from 3 to 18 months depending on the position Cultivates long term relationship building and access to information Promotes better understanding of the culture, mission and goals Fosters a feeling of belonging and affirmation of making a right choice Reduces the time it takes to hit the ground running While the components of a traditional orientation program still apply, they now become a part or stage of a much more comprehensive Onboarding process. Whereas, most orientation programs conclude by the end of the first or second day in the new job, Onboarding can begin as early as the first interview and will continue well beyond the conclusion of the orientation program. Learning and Development 2009 York University 2
Why is Onboarding Important? Statistics show that employees are most vulnerable to leave an organization in the firt 18 months after they are hired. Making a good first impression is therefore paramount. Effective employee Onboarding serves five interrelated purposes: 1. It builds York University REPUTATION for being a thoughtful employer, with great training, clear leadership, and a strong organization. 2. It helps RETAIN staff members. 3. It REDUCES high turnover costs. 4. It gets new employees to efficient PRODUCTIVITY levels quickly. 5. It builds a COHESVIVE TEAM, therefore raising EVERYONE S productivity. Whose Responsibility is Onboarding? Onboarding is successful only when HR and the hiring manager are both actively involved. The goal of this partnership is to establish a long-term relationship with the employee that begins even before the employee is hired. While HR plays a key role in the early recruitment and orientation phase and in guiding the Onboarding process, the hiring manager must be proactive and engaged in facilitating the employee s successful integration into the organization over time. Onboarding Program at York University You will be oriented to the policies, processes, culture, expectations through a series of learning events including: A comprehensive Onboarding Manager checklist Opportunities to engage in one-on-one meetings with key contacts An assigned peer buddy A customized Onboarding Learning Calendar Regularly scheduled meetings with your manager Learning and Development 2009 York University 3
The Onboarding Manager Program is broken down into five phases with key activities over the course of 90 days: Pre- Arrival Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Pre- Arrival (this is the time period from acceptance of a job offer to the first day on the job) First Day 1 st Week 1 st Month (30 days) 2 nd Month (60 days) 3 rd Month (90 days) Roles & Responsibilities New Hire Uses the Onboarding Manager Checklist and supporting resources to manage the process Engages with the hiring manager at the defined times during the process Attends all Onboarding Manager Learning Sessions Hiring Manager Provides direction, coaching and feedback around identifying Onboarding objectives, building knowledge and relationships Uses the Onboarding Manager Checklist and supporting resources to facilitate a smooth transition for the new hire Assigns a peer buddy Makes time to talk on a regular basis Creates a customized Onboarding Learning Calendar Human Resources Overall process owner Serves as an advisor to talk/work through complex Onboarding and transitioning challenges Gathers feedback and evaluates the program on an ongoing basis Learning and Development 2009 York University 4
Process Map for Onboarding A New Manager New Hire accepts position. Hiring Manager completes Employee Transaction Form (ETF) and forwards document to the designated Recruiter. Pre- Arrival: Hiring Manager organizes workspace, creates an agenda, schedule and assigns a buddy. First Day: New Hire is welcomed, introduced to coworker, workspace, provided with schedule and agenda. 1st Week: Discussion on organization/department goals, responsibilities of the job, and key contacts. 1 st Month: New Hire goals are established, workshops are attended, and 1 st feedback meeting is conducted. 2 nd Month: Continue to meet with staff and key contacts, attend workshops and 2 nd feedback meeting is conducted. 3 rd Month: Attend workshops and final 90 day meeting is conducted. Post Probation (6 months): Annual performance review and objectives are set for the new fiscal year. Learning and Development 2009 York University 5
Tips on Making Your First 90 Days Successful Starting a new job as a manager can be extremely exciting and invigorating. You have spent time researching, preparing for the interview and negotiating a contract. Your next step is to give some thought to what you re going to be doing during the first 90 days on the job as it has great practical and symbolic importance. The first 90 days offers a unique window of opportunity to establish relationships, set a tone and identify expectations. The following section provides a few tips on how you can ensure your transition within the first 90 days is a smooth one. Onboarding Manager Checklist The purpose of the Onboarding Manager Checklist is a to do list of critical elements, resources, and learning sessions that should be completed within the first day, first week, and first 30, 60 and 90 days. The intent of this document is one of a collaborative approach between you and your manager. (Refer to the Onboarding Manager Checklist provided by your new manager). Planning For Five Conversations Your relationship with your new manager will be built through a continuing dialogue. Your discussions will begin before you accept the new position and continue into your transition and beyond. To help you make a smooth transition, there are five conversations that will help you engage with your manager. 1. The situational diagnosis conversation. It is essential to understand the overall business situation. Refer to the following URL: http://vpacademic.yorku.ca/uap/index.php to learn about the organization s business plan and strategic priorities. Once you have reviewed this, refer to your department s UAP business plan. 2. The expectations conversation. Your agenda for this conversation is to understand and negotiate expectations. What does your manager need you to do in the short term and in the medium term? What does success look like? How will your performance be measured? Get in the habit of having very quick but clear Learning and Development 2009 York University 6
expectation discussions with your manager. This can be a brief conversation which allows the both of you to stay in sync with one another. Use these three questions during your discussion: What are the major results you expect me to achieve in the next few weeks? What results are most important? (This gives each of you a shared sense of priorities.) What changes do you see happening this quarter or next quarter that will shift the priorities? 3. The style conversation. This conversation is about how you and your new manager interact on an ongoing basis. Is it face-to-face? In writing? By voicemail or email? How do your styles differ and what are the implications of your differences for how you should interact? 4. The resources conversation. This conversation is a negotiation for resources. What is that you need to be successful? What do you need your manager to do? This may not always be physical resources but rather, help from your manager to persuade the organization to confront the need for change. 5. The personal development conversation. Finally, discuss how your tenure in this job will contribute to your professional development. Are there projects that you can undertake? Are there courses or programs to further develop your skills? Understanding the Culture As a new manager, it is best to appreciate the organization s culture at three levels: symbols, norms and assumptions. Symbols may include logos and styles of dress. Ask others: are there any distinctive symbols that signify your unit and help members recognize one another? Norms are shared social rules that guide right behaviours. What behaviours get encouraged or rewarded in your department? What elicits scorn or disapproval? Assumptions are the often unarticulated beliefs that pervade the social systems. These beliefs are the air that everyone breathes. What truths does everyone take for granted? Observe and carefully watch the way people interact with one another. Learning and Development 2009 York University 7
Belonging and Feeling Connected Your manager or designate will provide you with a list of key contacts/stakeholders/staff members for you to meet within your first 90 days of your Onboarding Program. Start by meeting with your staff members one-on-one and then meeting with the key contacts. You will need to decide in what order you will meet with them and how will you avoid being excessively influenced by what the first couple of people say to you. One approach is to keep the same script in all your meetings. The format might consist of brief opening remarks about yourself and your approach, followed by questions about the other person and than a standard set of questions about the business. The following are suggested questions: 1. What are the biggest challenges the department is facing (or will face) in the near future? 2. Why is the department facing these challenges? 3. What are the most promising unexploited opportunities for growth? 4. What would need to happen for the organization to develop these opportunities? 5. If you were me, what would you focus your attention on? Asking these questions will assist you in identifying prevalent and divergent views. You will learn about substance and team dynamics and begin to identify key issues. Understanding the Buddy Program Outline of The Buddy Program The Buddy Program matches you with an employee who has been with York University for at least six to twelve months. The goals: To help welcome you and reaffirm your decision to joining York University To provide you with a point of contact for general questions regarding day-to-day aspects of working at York University To help you integrate with York University by providing access to an employee who is familiar with the culture, norms, and expectations Learning and Development 2009 York University 8
Selection of Buddies Buddies are selected by the hiring manager of the new manager. The following qualities are preferred when selecting a buddy: Has patience and effective communication skills Demonstrates strong performance Exemplifies York University mission and vision Works in the same department and/or has a similar role Can devote the time to be accessible to the new manager Shows interest in being a buddy Expectations of Being a Buddy Buddies are expected to: Be an informational resource for the new manager on day-to-day tasks Help in the socialization process Be a resource on work rules, workplace culture and norms, and unwritten politics and procedures Instill a sense of belonging Role and Responsibilities of the Buddy The role of a buddy needs to be distinguished from that of a mentor, coach or manager: A mentor is someone, typically more experienced, who is involved with the all-around development of an individual. A buddy is not expected to act as a mentor. A coach is someone responsible for developing an individual's job-specific skills. Buddies are not being asked to act as the new manager s coach. Although, a buddy s role may involve explaining some simple job-related issues straightforward procedures, it is not a buddy s role to replace formal operational training. A buddy is not a manager or supervisor. A buddy will not be held responsible for the new manager s performance, nor asked to evaluate the new manager in any way. Any performance issues, concerns or questions should be directed to the new manager s direct report. Learning and Development 2009 York University 9
The following is a sample list of topics or questions that may assist the new manager/buddy relationship: Getting Started Where do I find? What resources are available to help? Who would I contact for information about? Day-to-day Work Tasks How do I? What is the process for? Where do I get help with completing? Want do you think? Would you be able to show me? Could you help me with? Understanding the New Work Environment Are there certain events or meetings that I should be sure to attend? What has proven successful in the past? What s the protocol on? Who do you think would support me on? What a New Manager Can Expect From His/Her Buddy General advice Clear information Help in understanding the culture and politics Assistance in building networks Guidance and encouragement Confidentiality Evaluation Check-in Questions Effective Onboarding means keeping in touch with your manager as you become more familiar with the organization. It also means actively finding out how you re doing and making it easy for you to discuss what s on your mind. We are recommending weekly, bi-weekly and a 90-day check-in with your manager. Learning and Development 2009 York University 10
Creating Your Contact List Add to this contact list as you meet new colleagues or come across key contacts. Contact Name Contact Number York Security Security Escort Helpdesk x58000 x55454 x55800 Human Resources 416-736-5005 Learning & Development x40074 Learning and Development 2009 York University 11
Acronyms To access a list of acronyms, abbreviations and initialism please refer to the following url: http://vpacademic.yorku.ca/directory/acronyms/?search_term=a-z. Annotated Bibliography A Few Special Books The First 90 Days: Critical Success Strategies for New Leaders at All Levels by Michael Watkins (2002) (Note: do not mistake this book for Your First 90 Days In A New Job (How To Make An Impact) by William Robinson, which does not have the substance or detail of the Watkins book) This is practical advice about undertaking new opportunities and understanding new vulnerabilities, quickly and without much upheaval. Different steps-- sometimes simultaneously, sometimes sequential-- define success in the first three months, from promoting yourself (i.e., taking charge fast) to keeping your balance. Much content is human resources related, based on self-discipline, team building, and the availability of trusted advice and counsel. All of this is of course important to those making a transition because we can act as if we are already managers and start our first 90 days before we even have the job! Right From The Start: Taking Charge In A New Leadership Role by Dan Ciampa and Michael Watkins (1999) The authors advise three key missions for new leaders (the last two of which are definitely available to those who are still making the transition): Create momentum; master the ability to learn, convey a vision, and build coalitions; and know and manage yourself well. A fast start is especially crucial. Right from the Start provides plenty of real-life examples of successes and failures, in everything from building coalitions to changing corporate culture. The stories tend to suffer sometimes because the executives remain anonymous. Nonetheless, the book is instructive for business people assuming new management roles. Now, Discover Your Strengths by Marcus Buckingham and Donald O. Clifton (2001) Effectively managing personnel--as well as one's own behavior--is an extraordinarily complex task that, not surprisingly, has been the subject of countless books touting what each claims is the true path to success. That said, Marcus Buckingham and Donald O. Clifton's Now, Discover Your Strengths does indeed propose a unique approach: focusing on enhancing people's strengths rather than eliminating their weaknesses. This book describes 34 positive personality themes the two have formulated (such as Achiever, Developer, Learner, and Maximizer) and explains how to build a "strengths-based organization" by capitalizing on the fact that such traits are already present among those within it. Learning and Development 2009 York University 12