Accelerating New Hire Training

BIZLIBRARY.COM

? HOW WOULD YOU DESCRIBE YOUR NEW HIRE TRAINING?

a. Well planned and integrated with 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 WE HOPE YOU’LL LEARN

What is strategic onboarding

Best practices to accelerate the new hire training process 5

How to measure the impact

WHAT IS ONBOARDING?

STRATEGIC VS. TACTICAL

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. SOURCE: Bauer, T.N. and Erdogan, B. APA Handbook

Of Industrial And Organizational Psychology

BENEFITS OF A STRONG OBOARDING PROGRAM

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.

EMPLOYEE COMPANY

Strategic Onboarding. Bersin by Deloitte.

BENEFITS OF A STRONG OBOARDING PROGRAM

Align expectations of jobs

and careers.

Improve internal

communications.

Feel engaged and valued. Improve customer

satisfaction.

Receive immediate

feedback. Improve company brand.

EMPLOYEE COMPANY

Strategic Onboarding. Bersin by Deloitte.

52% 44%

EMPLOYEE ENGAGEMENT DROPS BY 8% AFTER THE

FIRST 6 MONTHS OF EMPLOYMENT.

SOURCE: Gallup, State of the

American Workplace 2013

RETENTION RATES BY

TIME TO PRODUCTIVITY BY

CUSTOMER SATISFACTION BY

According to an Aberdeen Benchmark Report, EFFECTIVE ONBOARDING improves…

52%

53%

60%

Strategic Onboarding. Bersin by Deloitte.

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.

BEST PRACTICES FOR EMPLOYEE ONBOARDING 5

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, and 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.

60%

Make connections inside and outside the workplace

Introduce to key people

Enterprise social networks

EXPECTATIONS AND GOALS

Learning style and preferences

Management style

Feedback and coaching

Performance measurements

Learning resources and content

Resource delivery

LMS and mobile

Off-the-shelf and custom video

TECHNOLOGY AND TRAINING

MENTORING AND COACHING

Knowledge, support and resources

Career guidance and feedback

Cross functional

COMPETENCY LEVELS

CORE COMPETENCIES Industry and culture

JOB FAMILY COMPETENCIES Business discipline

ONBOARDING

AND NEW HIRE

TRAINING

JOB ROLE COMPETENCIES Level of mastery required

WELCOME AND INTRODUCTION

New Hire Learning Plan

Training Room Login Instructions

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

Employee Awareness Series: Sexual Harassment

Ethics for Everyone

Undeliverable: Email Etiquette for Today’s

Workplace

WORKPLACE POLICY

MICROSOFT 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 MANAGER’S ROLE

Performance expectations

Regular feedback

Employee engagement

MEASURING THE IMPACT

PRODUCTIVITY

TIME TO PRODUCTIVITY

RETENTION

EMPLOYEE AND CUSTOMER SATISFACTION

EMPLOYEE REFERRALS

INNOVATION

SAFETY AND COMPLIANCE

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. Onboarding and new hire training should be

considered a strategic initiative of your organization.

2. Successful strategic onboarding programs are good

for the bottom line and the overall health of your

organization.

3. The five best practices: planning ahead, integrating

your company’s goals and culture, outline

expectations, utilize technology and online resources,

and get your managers involved.

KEY TAKE-AWAYS

www.bizlibrary.com/webinars

TUES: 9.16 EMPLOYEE TRAINING: WHY SHORT VIDEO GETS BIG RESULTS

THURS: 9.25 HOW TO MEASURE EMPLOYEE TRAINING EFFECTIVENESS AND IMPACT

TUES: 9.30 SINK OR SWIM? SUPPORTING THE TRANSITION TO NEW MANAGER

BIZLIBRARY.COM

Jessica Petry

Marketing Specialist

jpetry@bizlibrary.com

@JessLPetry

@BizLibrary

Chris Osborn

Vice President of Marketing

cosborn@bizlibrary.com

@chrisosbornstl