1. of new employees successful
How to make onboarding
of new employees successful
Presenter:
Frances Jones, M.A.
Strategic Change Services

2. What does onboarding mean to you?

3. 11/8/2018
Onboarding….
-The action or process of integrating a new employee into an organization. -The extent to which organizations make new hires feel welcomed and prepared for their new jobs, the faster they will be able to be productive and contribute to the organization's mission. In addition, good onboarding leads to higher employee engagement and greater retention rates. –Joyce E. A. Russell, The Washington Post, 8/11/14 -Onboarding, also known as organizational socialization, refers to the mechanism through which new employees acquire the necessary knowledge, skills, and behaviors in order to become effective organizational members and insiders. It is the process of integrating a new employee into the organization and its culture. – Wikipedia 2018
Onboarding and orientation defined
For new hires, orientation is a one-time event welcoming them to your company.
Onboarding is a series of events (including orientation) that helps them understand how to be successful in their day-to-day job and how their work contributes to the overall business.
What’s new employee orientation?
At orientation, new hires are formally introduced to your organization and its culture, mission, vision and values. Ideally, new employee orientation should be conducted on the first day or weeks of employment. It’s usually a conference-style event that brings together new hires from different departments across an organization. Typically, information is delivered through presentations and question-and-answer sessions. Many times, companies schedule time for each of their leaders to come in and greet new employees, introduce themselves and explain their roles within the business.
While an orientation agenda can be boiled down to a checklist, onboarding is a more strategic plan.
During the onboarding process, employees are thoroughly introduced to their department. They learn the culture and business objectives by participating in meetings and starter projects with co-workers. Managers should schedule regular check-in meetings with new employees so that they get comfortable talking to one another. Gradually, they’ll learn the specifics of their role and responsibilities, such as how to properly complete key tasks, who to go to with questions, how to get approval for their work and how to make suggestions.
An onboarding plan should focus on what matters most to each department with the goal of helping new employees make connections between company-wide goals and their day-to-day tasks.
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4. What does your organization struggle with most when it comes to onboarding new employees?

5. When does onboarding start? When Does onboarding end?

6. What does onboarding success mean to you?
What does onboarding success mean to the new hire?

7. What Components are part of successfully onboarding an employee?
11/8/2018
What Components are part of successfully onboarding an employee?
Knowing what your onboarding process is.
Process Map high level an onboarding process- steps, who, length of time
Knowing and understanding regulatory requirements
Keep it simple, minimum for orientation
What does your data tell you
Look at your safety, compliance, internal audits, regulatory audits,
Conduct
Stay interviews: Somewhat related to feedback, stay interviews are questions that ask employees why they stay with the organization. This includes asking how the onboarding process helped employees. Managers typically ask these questions as part of one-on-one meetings, annual performance reviews, or a standalone meeting to discuss the subject.
Exit interviews: Where stay interviews address the reasons employees stay, exit interviews are designed to find out why employees started looking for a new opportunity. Organizations have an opportunity to ask about onboarding to determine if it was effective in preparing the employee for the work.
Regardless of the feedback method, it’s important to note that when an employee provides feedback, they are doing it in the spirit of being helpful and wanting change. Organizations need to be prepared to address an employee’s comments, even if it’s to say that the suggestion isn’t currently possible.
Metrics of success
Several recent studies Tek Systems identified have confirmed a direct causal linkage between a strong, comprehensive onboarding program and superior results—16 percent improved customer retention and 17percent higher revenue per full-time employees, to name a couple.
Focus on a few meaningful onboarding metrics.
 The question becomes, what’s the best way to evaluate success. Here are the two key areas to cover during an evaluation:
1.      What is the organization spending?
2.      What level of value is the company receiving?
“What does success look like?” The group can agree on things like less turnover, more employee engagement, and increased productivity. Then, the group can figure out how they want to track those results.
Think both short- and long- term. Orientation and onboarding programs are designed to make new hires productive faster. That’s important to the business. However, strategic onboarding programs are an investment. The good news is that they are an investment that pays off HUGE over the employee life cycle.
Knowing your onboarding process
Knowing and understanding regulatory requirements
What does your data tell you
Metrics of success
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8. On-boarding Pillars
If you aren’t already capturing these metrics, start NOW. The No. 1 missed opportunity when implementing metrics is failing to measure the current state. Capturing the pre-transformation status allows you to show how your onboarding investment yields benefits, and also establishes realistic targets for incremental improvement as you make progress toward your goals.
These metrics are helpful for measuring organizational performance, but you may want to develop a few more to identify specifics. There are a few tips when considering what else is worth measuring.
Targeting onboarding dollars most effectively: Align content and programming where it’s most impactful to generate desired results (e.g., if Day 1 readiness is an issue for you, metrics help you find root cause issues and potential solutions)
Providing clarity into process gaps: Hone in on areas requiring improvement (e.g., post-training surveys to measure content effectiveness)
Directly linking onboarding program participation to business performance: For instance, determine if there are notably different outcomes if new hires meet regularly with peer mentors within their area vs. other business areas
Is your metric actionable?
Metrics, when used effectively, can drive change and align individual and organizational behavior to achieve goals. Not all metrics are useful, though, and I’ve met many business leaders who have realized their metrics were too expensive to monitor regularly, or even caused unforeseen negative results.
Automate metrics gathering
Look at how to use existing systems to generate useful onboarding data, even if it means investing in a few key enhancements. This will pay off in the long run as you can monitor trends, compare results across different areas of the organization, and elevate onboarding metrics to become a useful tool for decision-making.

9. Other Metrics: Turnover Rate: Employee Productivity Rate:
Measuring the turnover rate, especially within the first three to six months is crucial to protecting your recruitment investment, employee morale, and overall organizational productivity.
Employee Productivity Rate:
The employee productivity rate measures workforce efficiency over time.
Turnover Rate:
Measuring the turnover rate, especially within the first three to six months is crucial to protecting your recruitment investment, employee morale, and overall organizational productivity.

10. What Components are part of successfully onboarding an employee?
11/8/2018
What Components are part of successfully onboarding an employee?
Job Description & Competencies
Introduce to key leaders in organization
Clear expectations are shared with new hire for onboarding process and for annual review.
Communication and feedback loop
Strategic Plan – role contributions
Leadership 30, 60, 90 day check-in
Annual staff satisfaction survey
Job Description
A formal account of an employees responsibilities.
Describes the general tasks, or other related duties, and responsibilities of a position. It may specify the functionary to whom the position reports, specifications such as the qualifications or skills needed by the person in the job, and a salary range.
Competencies
A component of job descriptions. It describes a skill, knowledge or attitude that enables an employee to perform her assigned tasks. The ability to do something successfully or efficiently.
Introduce to key leaders in organization
Help make them feel part of the organization!
Clear expectations are shared with new hire for onboarding process and for annual review.
Explain the onboarding process and what they can expect, questions they can ask/think about
Communication and feedback loop
Do you hold regular department meetings to communicate important things from the company to the staff? AND to get important questions, feedback sharing from staff to the company and leadership?
Strategic Plan – role contributions
Do staff know how they contribute to the company? How does their role contribute to the strategic plan of the company?
Leadership 30, 60, 90 day check-in
How important is it to be successful? Is it worth your time and the time of other leaders? Yes/No
Annual staff satisfaction survey
Do staff feel valued? Does your company do an annual staff satisfaction survey? Do they do an action plan to share the results and develop and action plan with staff?
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11. What is impacted when new hires are not successfully on-boarded?
May not speak up when they should- engagement
They leave sooner than we would like them to
Their contribution to the company is impacted - Productivity

12. HR Issue vs. Process Issue
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HR Issue vs. Process Issue
Don’t mistaken an HR issue for a new employee or retention issue!
Deal with HR issues before you make improvements to workflows.
Deal with your HR issues before you do improvements to workflows otherwise your time and the time others invest in designing the new process could all be wasted.
Such as …. Do you have a high turnover in just one area or across the board?
Do you have a safety issue in one area or across the organization?
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13. What can you take and implement in your company?
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What can you take and implement in your company?
What would get in your way in implementing these items?
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14. Strategic Change Services
11/8/2018
Thank you!
Frances Jones, M.A.
OD Consultant
Strategic Change Services
11/8/2018