* Onboarding * Outline * Introduction * Definition * Why Onboard? * Current trends * Components of Onboarding * Onboarding vs. Orientation * Effective Onboarding * Failures in Onboarding * Recommended Practices * ROI (return on investment) * Benefits * Conclusions * What is Onboarding? 1. Catching the next wave? 2. Posting to a Memo Board? 3. Exemplary New Hire Process? * The New Buzz Word Onboarding has become one of the fastest growing buzz words in the corporate world, and its definition has grown along with its popularity. The term has come to include everything from getting the office keys to onboarding coaching. * Introduction Onboarding is much more than just getting employees "settled in." It´s an innovative, new approach to employee orientation and integration and a direct path to improving retention and time-to-productivity. * Onboarding
Onboarding is the process that organizations use to introduce, train, integrate and coach new hires to the culture and methods of the company during their first year. * Onboarding On-boarding is the process of integrating leaders into their new work environment through a phased implementation. * Five Words Sum it up * Align * Make sure your organization agrees on the need for a new team member and the delineation of the role you seek to fill * Acquire * Identify, Recruit, Select and get people to join the TEAM. * Accommodate * Give new TEAM members the tools they need to do the work. * Assimilate * Help the employee join with others so they can work together * Accelerate * Help them (and their TEAM) deliver better results faster. * Why Onboarding? A well thought out orientation program, whether it lasts one day or six months, will help not only in retention of employees, but also in productivity. Organizations that have good orientation programs get new people up to speed faster, have better alignment between what the employees do and what the organization needs them to do, and have lower turnover rates. * Why Onboarding cont… * An onboarding program will provide proper knowledge to the employee about the company’s ethical, environmental and social standards. * This onboarding process will also help in strengthening the bond between the employer and the employee by avoiding misunderstanding. * Onboarding is also intended to make the employee aware of his/her importance to the organization, setting his/her targets, and also to reduce the anxiety levels of the employee regarding his/her responsibilities. * Current Trends
‘Understanding between organization and employee’
Assessment/Training Vigorous Training * academic history * work experience * skill sets * Current Trends
‘the first few days assessment’
Effective handoff from recruiter to manager
Access to equipment
Smooth payroll process
Security
Orientation
‘the first few months assessment’
Integration into Organization
Team Integration
Success of Individual and Team * Components of Onboarding * Helping the employee to identify with their new employer. * Allowing the employee to understand some of the company's values and priorities. * Building an optimistic attitude towards the company. * Avoiding misunderstandings. * Helping the employee feel valued. * Encouraging socialization and creating a sense of belonging. * Reducing new employee anxiety. * Setting of performance expectations. * Decreasing the learning curve. (Employee Onboarding) * Onboarding vs. Orientation
Onboarding
* onboarding is designed to focus on the individual. * onboarding starts even before the recruitment takes place based on the information gathered during the hiring process. * onboarding will treat both internal and external employees separately since the internal employees already have some views about the organization while the external ones may not.
Orientation
* traditional orientation/training programs are designed generally for a group of newly appointed employees. * Most organizations will not concentrate on individual aspects of the employee while giving training to them using the traditional methods. * Traditional orientation/ training may start only after the recruitment of employees. * Traditional orientation/training processes may not segregate between the internal employees and the newly employed. * Traditional Orientation * Boring and Non-Interactive * Onboarding
Fun and Interactive * Effective Onboarding * The prerequisite to successful onboarding is getting your organization aligned around the need of the role. * Developing an effective employee orientation experience continues to be crucial. It is critical that new hire programs are carefully planned to educate the employee about the values, history, and who is who in the organization. * Convey that you are committed to continuous improvement and continual learning. * One chance to get it right… * Effective onboarding training is usually done in conjunction with modern technologies to integrate the employee into the organizational culture. * Most organizations have developed checklists for onboarding. These checklists help to ensure that both the employee and the employer are engaged in the process and ensures that the training/coaching has targeted goals and meets them, makes the first day a celebration, involves family as well as co-workers, makes new hires productive on the first day, is not boring, rushed or ineffective, and uses feedback to continuously improve. (Sullivan) * Failures in Onboarding * No employee id * No phone, no computer * No training in the first week * Frequent complaints –overwhelming, boring, left to sink or swim * Result- employee who is confused and not productive. More likely to leave within a year. * Lack of strategic, integrated, and consistent approach. * Failure=Low productivity * Inefficient onboarding is time-consuming and costly. It can involve dozens of steps, forms, and systems that can result in a loss of productivity, incomplete paperwork, missing compliance related documents, ineffective provisioning and a feeling of disconnect that often results in low productivity and high new- hire turnover. (Enwisen) * The Price of Failure * An uncoordinated and unproductive start-up period for a new employee will cost the company in terms of lost productivity and possibly, a lost employee. * One reason people change jobs is because they never feel welcome or part of the organization they join. * Best Onboarding Practices * Has targeted goals * Makes the first day a celebration * Involves family as well as coworkers * Makes new hires productive on their first day * Is not boring, rushed or ineffective, and * Uses feedback to continuously improve * Familiarity breeds contentment * Make it personal * Recommended practices for Onboarding * “A web-based employee onboarding system will let you standardize, streamline, track, and coordinate every step of the process, all while making your company’s most recent hires feel valued and supported.” (Platz) * Comprehensive onboarding checklist that involves Human Resources, the Internet, the Employee, the Hiring Manager and his/her peers and commences pre-arrival and continues through the Annual Performance Review. * Return on Investment
Example
120 The traditional number of days to reach the top performer level
- 105 Less the ‘new’ number of days to reach the top performer level– based on improved orientation 15 Equals number of days ‘saved’ (productivity improvement in days)
$150 x 15 The average cost of employee for one day multiplied by the number of saved days
= $2,250 Equals the productivity savings - $1,000 Less employee onboarding costs
= $1,250 Equals the return on investment (125% return).
By increasing the quality and effectiveness of the onboarding and the orientation program, companies can dramatically reduce the number of days it takes an employee to become ‘productive’, and producing a significant return on your investment. * Return on Investment
Proof onboarding works * Research at Corning Glass Works revealed that employees who attended a structured orientation program were 69% more likely to remain with the company after three years than those who did not go through such a program. * More recently, Hunter Douglas found that by upgrading their onboarding process, they were able to reduce their turnover from a staggering 70% at six months, to 16%. These changes also translated into improved attendance, increased productivity, and — not surprisingly — a reduction in their damaged-goods rate. * Another study conducted at Texas Instruments showed that employees whose orientation process was carefully attended to reached “full productivity” two months earlier than those whose orientation process was not. (Lee) * Benefits to the Company * Reduce start up costs, reduce anxiety, reduce employee turnover, save time for supervisor, develop realistic job expectations * Increase business performance by having all employees aligned with the organizational goals and fully proficient.pink * Reduce start up costs by automating more training, maximizing learning and skill development and ensuring that people have the right knowledge and abilities for their jobs. * They want to reduce cycle time and have employees and new hires up to speed more quickly and have them able to prepare for job changes. Companies want to retain their best employees and give them a way to take proactive steps to manage their career development. * Conclusion
Happy Employees
“On Board” * The return described by companies who do so is simply too high to argue otherwise. Documented examples show that onboarding of leaders minimizes the chances of costly terminations and replacements by helping newly placed executives navigate the areas that are most critical to success and retention. (Drovdlic) * It’s been proven that happy employees are more productive employees. So, If you’re looking to drive the bottom line results with state of the art talent management tactics, it’s time to get “onboard”. (Platz) * Questions? * Works Cited * Employee Onboarding, 2007, May 4, 2009 http://www.money-zine.com/Career-Development/Finding-a-Job/Employee-Onboarding/ * Lee, David, 2005, How to Avoid the Four Deadliest Onboarding Mistakes, May 3, 2009 http://www.ere.net/2005/11/22/how-to-avoid-the-four-deadliest-onboarding-mistakes/ * Platz, Brian, Employee Onboarding: One Chance for a Positive New Employee Experience, May 4, 2009 http://humanresources.about.com/od/orientation/a/onboarding_2.htm * Comprehensive On-Boarding, 2009, May 4, 2009 http://www.humancapitalinstitute.org/hci/tracks_comprehensive_onboarding.guid * Onboarding, May 4, 2009 http://en.wikipedia.org/wiki/Onboarding * Dai Guangrong & De Meuse Kenneth P. , 2007, A Review Of Onboarding Research, May 5, 2009 http://www.kornferryinstitute.com/files/pdf1/Review_OnboardingLiterature.pdf * Works Cited cont… * Taleo research white paper, Onboarding: Speeding The Way To Productivity, May 4, 2009 http://www.taleoconnection.com/pdf/WP_Onboarding_SpeedingTheWay.pdf * Sullivan, John, Orientation vs. Integration, May 4, 2009 http://humanresources.about.com/od/orientation/a/orientation.htm * Sullivan, John, New Employee Orientation-Employee Onboarding, May 4, 2009 http://humanresources.about.com/od/glossaryn/a/neorientation.htm * Seminar Information Services 2009, Employee Onboarding, May 4, 2009 http://www.seminarinformation.com/qqbupj/employee-onboarding * Drovdlic, Robert, Ensuring Success through Executive Onboarding, May 4, 2009 http://www.tgcpinc.com/Ensuring-Success-through-Executive-Onboarding/150/ * Works Cited cont…. * Shleeter, Lynn, 2008, Onboarding, the Next Generation: This is not your Father’s first day on the job, May 4, 2009 http://www.humanresourcesiq.com/article.cfm%5CexternalID:286%5CTitle:Onboarding_the_Next_Generation:_This_is_Not_Your_Father’s_First_Day_On_the_Job%5CAuthor:Lynn%20Shleeter * Brown, Judith, Employee Orientation: Keeping New Employees on Board, May 4, 2009 http://humanresources.about.com/od/retention/a/keepnewemployee.htm * Enwisen, Onboarding/Offboarding, April 27, 2009 http://www.enwisen.com/solutions/onboarding_offboarding.html