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How would you describe your

new hire training?

a. Well planned and integrated with

the organizational goals and culture.

b. We conduct an orientation for new

employees, however it isn’t

strategic.

c. We cover the basics. After that

they’re on their own.

d. Sink or swim.

What You’ll Learn:

1. What is strategic

onboarding?

2. Five best practices.

3. Measuring the

impact.

Strategic vs. Tactical

WHAT IS

ONBOARDING?

Onboarding, also known

as organizational socialization, refers to

the mechanism through which

new employees acquire the necessary

knowledge, skills, and behaviors to

become effective organizational

members and insiders.

Bauer, T.N. and Erdogan, B. APA Handbook Of

Industrial And Organizational Psychology

BENEFITS OF A STRONG ONBOARDING PROGRAM

FOR EMPLOYEES FOR COMPANY

Strategic Onboarding. Bersin by Deloitte, 2008.

Become familiar and

comfortable with their job roles. Improve employee retention.

Learn about company culture and job-related resources.

Increase time to productivity.

Start to build relationships and

networks. Increase visibility of new hires.

BENEFITS OF A STRONG ONBOARDING PROGRAM

FOR EMPLOYEES FOR COMPANY

Strategic Onboarding. Bersin by Deloitte, 2008.

Align expectations of jobs and

careers.

Improve internal

communications.

Feel engaged and valued. Improve customer satisfaction.

Receive immediate feedback. Improve company brand.

Create relationships with customers more quickly.

Increase employee pride in company.

52% of new hires are engaged in the

first 6 months.

Engagement dips to 44% for

employees under the 10-year mark.

Gallup, State of the American Workplace 2013 ] According to an Aberdeen Benchmark

Report, effective onboarding improves…

• Retention rates 52%

• Time to Productivity 60%

• Overall customer satisfaction 53%

Strategic Onboarding. Bersin by Deloitte, 2008.

18 MONTHS

The most vulnerable time for a new hire to leave.

8-12 weeks

avg. time to

productivity for

clerical staff

18-22 weeks

avg. time to

productivity for

professional staff

24-28 weeks

avg. time to

productivity for

executives

1/3 managers fail at their

new job/role.

50% of the workforce

want to change jobs

every 3-5 years.

1. Planning ahead.

2. Integrating company goals

and culture.

3. Outlining expectations, goals

and success criteria.

4. Utilizing technology and online

training.

5. Involving managers.

Planning Ahead

• Understand future

needs and potential

gaps.

• Behavior-based

interviewing.

• Character and

culture fit.

Company Goals and Culture

• Mission, strategy,

goals.

• What is the employee’s

impact?

• Information flow

and learning.

Building a Social Network

of managers who fail to onboard successfully cite

failure to establish effective working relationships as

a primary reason.

Make connections inside

and outside the

workplace.

Introduce to key people.

Enterprise social network.

60%

Expectations and Goals

• Learning style and

preferences.

• Management style.

• Performance

measurements.

• Feedback and coaching.

Companies lose $37 billion each year as a result of employees

not understanding their jobs. Cognisco 2010

Technology and Training

• Resource delivery.

• LMS and mobile.

• Off-the-shelf and

custom video.

Mentoring and Coaching

70% of Fortune 500 companies offer mentoring

programs. 77% of those with mentoring programs report

that these programs are effective in increasing

retention.

Forrester 2010

Knowledge, support and

resources.

Cross functional.

Career guidance and

feedback.

COMPETENCY LEVELS

CORE COMPETENCIES

Industry and culture

JOB FAMILY COMPETENCIES

Business discipline

JOB ROLE COMPETENCIES

Level of mastery required

ONBOARDING

AND NEW HIRE

TRAINING

WELCOME AND MTU

New Hire Learning Plan

Training Room Login Instructions

MTU Overview from President

Your Computer Overview

MT Employee Handbook

TLO Associates How-to-Guide

MT Company Review - Welcome

PCI AND COMPANY POLICY

New Hire Learning Plan

PCI Compliance

PCI Quiz

WORKPLACE POLICY

Employee Awareness Series: Sexual Harassment

Ethics for Everyone

Undeliverable: Email Etiquette for Today’s

Workplace

OFFICE ESSENTIALS

New Hire Learning Plan

How to Use Outlook 2010

MS Office 2010 Excel: Tips, Tricks and Shortcuts

Part1

MS Office 2010 Excel: Tips, Tricks and Shortcuts

Part 2

MT Community – a How-to-Guide

CONTINUE WITH CORE AND JOB ROLE COMPETENCIES

The Managers Role

• Performance

expectations.

• Regular feedback.

• Employee

engagement.

Measuring the Impact

• Productivity

• Time to productivity

• Retention

• Satisfaction

• Employee referrals

• Innovation

• Culture

• Safety

• Compliance

• Loyalty

IMPACT DIRECT OR INDIRECT METRICS

Productivity Direct Quantitative measure of job duty or objective:

• Sales

• Customer complaints

• Production units

• Reporting errors

Organizational measures, such as incremental

revenue or reduction of costs.

Counter productivity: number of calls to the IT help

desk

Before and after performance ratings and

evaluations.

Time to Productivity Direct A measure of productivity but about how long

instead of how much.

Time to first sale or successful completion of other

job-specific task.

Time to full productivity as compared to “veteran”

employee.

Creative Onboarding Programs: Tools for Energizing Your Orientation Program. Doris Sims 2011.

IMPACT DIRECT OR INDIRECT METRICS

Retention Direct The high cost of repeating hiring is well

documented. Very easy to measure and huge

impact.

Turnover within first year

Satisfaction Indirect Similar to “buyer’s remorse” and contributes

indirectly to several other categories.

Employee satisfaction

Before and after “New Employee” survey

.

Employee Referrals Direct Like retention, can have a huge impact and is easy

to measure.

Number of employee referrals from first-year

employees

Innovation Indirect Indirect in that it can impact productivity and cost-

savings.

Number of suggestions

Number of improved processes

Manager and leadership feedback

IMPACT DIRECT OR INDIRECT METRICS

Culture Indirect Some would call it assimilation; it often affects

counter productivity. Examples:

• Number of manager interventions

• Number of HR interventions

• Manager and leadership feedback

Safety Direct Can relate directly to bottom-line costs and is a

very big concern.

• Insurance expenses

• Medical expenses

• Safety fines

• Number of accidents

.

Compliance Direct Can relate directly to bottom-line costs and is a

very big concern.

• Number of HR infractions

• Legal expenses

Loyalty Indirect Encompasses elements of retention, satisfaction,

and culture.

Before and after “New Employee” survey.

Creative Onboarding Programs: Tools for Energizing Your Orientation Program. Doris Sims 2011.

1. Planning ahead.

2. Integrating company goals

and culture.

3. Outlining expectations, goals

and success criteria.

4. Utilizing technology and online

training.

5. Involving managers.

BIZLIBRARY.COM

RECOMMENDED BIZLIBRARY RESOURCES

A Question of Evidence – The

Behavioral-based Interview

(22 minutes)

Build a Network - New hires have

a network of resources for

coaching, feedback and skill

building (2 minute)