ONBOARDING PRESENTED BY John Madigan V. Vanessa Williams.

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Presentation transcript:

ONBOARDING PRESENTED BY John Madigan V. Vanessa Williams

Questions we’ll look at today… What is onboarding? When should onboarding start? Why should we even bother? What is important to new employees? What are a few good practices?

Onboarding is not…

Or this...

Or even this...

What is onboarding? “is the mechanism through which new employees acquire the necessary knowledge, skills, and behaviors to become effective in your organization.”

Onboarding versus Orientation What is onboarding? A comprehensive approach that starts before orientation and extends well beyond the first few days. Onboarding versus Orientation Provides a more strategic plan for employee success than orientation alone. An onboarding process can last from three months to two years, depending on the position.

When should onboarding start? Good onboarding starts with great recruiting! Good onboarding starts with great recruiting recruiters!

Effective onboarding starts in the recruiting process. Assessing style & fit Anticipating challenges based on: Skills and knowledge Previous employer Individual personality What else?

Why should we even bother? Four out of ten managers and executives fail within 18 months of starting new jobs.

Major reasons for failure are: 75% Failure to establish a cultural fit 52% Failure to build teamwork with staff / peers 33% Unclear about bosses expectations 25% Lack of political savy

1 2 3 Companies want to: Get new employees productive more quickly (68%) 1 Drive higher employee engagement (67%) 2 Retain good employees longer (51%) 3

Companies that have best-in-class onboarding enjoy greater success in retaining employees, having them achieve performance targets and satisfying hiring managers. Retention (91% vs 70% vs 30%) Manager Satisfaction (33% vs 11% vs 3%) Performance (62% vs 29% vs 17%)

Revenue per employee by Best-in-class companies also improve the business: Customer retention by 16% Revenue per employee by 17% Source: Aberdeen Group

Real Feedback What did new employees have to say about recent onboarding experiences?

What are a few good practices? Build onboarding concepts into your recruiting process. Have a “tested routine” for the first day; make the first day on the job special. Orchestrate a plan in the functional area (provide guidance)

More Good Practices Encourage new hire to document objectives. Become a “self-cleaning oven”; survey new hires about their surprises. Be sure your program is consistently implemented.

Challenge Solution Leaders must communicate the purpose of the company to employees so that they understand the greater mission and find significance in their work. Only 25% of employees worldwide feel connected to their company’s mission. 25% 50% do not find any meaning/significance in their current role. 50% Source: Appreciation Index EMagazine

Challenge Solution Relationships between leaders and employees matter. By having a great first few months/years, employees will feel more dedicated to their company. 69% of employees are more likely to stay with the company for at least 3 years after a great on-boarding experience. 69% Source: Appreciation Index EMagazine

Challenge Solution Leaders should connect with their employees, especially during the first few months. They can engage with them by asking them how they are feeling and doing to get a better understanding of the employees’ feelings. 20% 20% turnover happens within the first 45 days of employment. Source: Appreciation Index EMagazine

Challenge Solution Leaders should give recognition to employees for good work that they have done, and also create a plan with them so they are focused and always have a goal to achieve. 60% of companies indicate that they do not set any milestones or concrete goals for new hires to shoot for. 60% Source: Appreciation Index EMagazine

Many transitions are not successful. Each year, more than 25% of the US population experience career transition 50% of all hourly workers leave new jobs in the first four months. 50% of senior outside hires fail within 18 months. The faster new hires feel welcome and prepared for their jobs, the faster they will be able to successfully contribute to the firm’s mission. Employees get about 90 days to prove themselves in a new job. Source: SHRM

Failing Newcomers Make These Common Mistakes After the Handshake Failing Newcomers Make These Common Mistakes 1 They don’t read the political situation well enough to build necessary relationships and coalitions 2 They don’t achieve the cultural changes their strategic and operational agendas require Failing Newcomers Make These Common Mistakes 5 Helping new leaders understand that culture and improve their ‘soft skills’ to successfully navigate the transition may be the best way to increase their chances of success 3 Most new leaders fail not because their financial or operational abilities are inadequate but because their style or political skills render them unprepared to manage the organization’s culture 4 They overestimate the willingness or the capacity of the people they inherit to abandon old habits and behaviors Source: SHRM

Where Hiring Managers Fail Fail to grasp the complex nature of assimilation and assume new handoffs are simple and straightforward Fail to carefully consider the cultural and political aspects of the company that will be problematic in the early months Set one-dimensional or generic expectations of the new employee – in particular, emphasizing only financial and/or operational goals and not including cultural, political and personal ones Source: SHRM

Role of the HR Contact Should be involved in all aspects of transition Be a key counsel on people, politics, and culture Think of themselves as communicators, interpreters, and sounding boards Offer candid feedback on how the leader’s early words and actions are perceived by new employees In the best position to observe the developing relationship between the leader and the new employee(s) The work should begin during the recruiting/search process to help focus the new hire on what’s ahead Source: SHRM

Role of the Leader A successful onboarding starts during the interviews – use behavior interviewing to dig deep Demeanor during onboarding is crucial Recognize that an HR advocate such as Talent Acquisition can be a cultural translator Participate in early on boarding discussions – even before the official start Get out of the office – visit the new employees in their space not yours Meet, great and eat Find the balance between fast starting and slow moving Source: SHRM

John Madigan Executive Talent Services President & CEO 50 Stanford Drive, Second Floor Farmington, CT 06032 www.etshr.com 860-231-1857 V. Vanessa Williams Leading Edge Consulting, LLC 50 Stanford Drive, Second Floor Farmington, CT 06032 www.LeadingEdgeConsultingllc.com 860-269-5918 (office) 860-930-1277 (cell)