Onboarding A Multigenerational Workforce
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Transcript of Onboarding A Multigenerational Workforce
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Copyright © 2009 Bersin & Associates. All rights reserved.
Onboarding a Multi-Generational Workforce
Presented by: Madeline Laurano Bersin & Associates
September 16, 2009
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About Us Who We Are
• Bersin & Associates is an industry research and advisory services company dedicated to helping organizations implement enterprise learning and talent management strategies for business performance improvement.
Research Areas
• Enterprise Learning • Learning Technology • Informal Learning • Leadership Development • Performance Management • Career and Succession Management • Workforce Planning • Sourcing and Recruiting • Talent Management Systems • Talent Strategy
Offerings
• In-Depth Studies and Reports • Research Memberships • Advisory Consulting • Benchmarking • Workshops
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Bersin & Associates Research Membership
Access to the largest collection of research in learning and talent
Network with global, best practice organizations
Hundreds of case studies in all major industries
Decision support models and tools Benchmarking metrics Annual IMPACT conference
http://www.bersin.com/membership
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Onboarding a Multi-Generational Workforce Report 300+ Quantitative Survey
Respondents 7 Solution Provider Providers 10+ Best Practice Case Studies Recommendations for
Purchasing an Onboarding System
Key Trends and Market Analysis Social Networking
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Agenda
Strategic Onboarding: A Definition Onboarding a Multi-Generational Workforce Key Findings Onboarding Maturity Model Technology Enablers Impact of Social Networking Cases-In-Point
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Why Is Onboarding So Critical?
“Studies have shown that on average it costs about 1.5 times an employee’s annual salary to replace that employee when he/she leaves Rockwell Collins. For example, it would cost our company roughly $75,000 in recruiting costs, training expenses, and lost productivity to replace someone who made $50,000 a year. “
-Rockwell Collins Company Report, 2008
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Strategic Onboarding At a Glance
Source: Bersin & Associates, 2009
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Ownership…Where Does Onboarding Belong?
Figure 1
Source: “Talent Acquisition Systems,” Bersin & Associates, 2009.
Sourcing
Onboarding Screening & Assessing
Interviewing Hiring
Talent Acquisition
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Where Does it Go Wrong?
Lack of Ownership Lack of Support from Senior Management Viewed As A Checklist
Poor Understanding of its Impact on Retention Defining the Process
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Workforce Demographics Impacts Onboarding
Baby Boomers Are Not Retiring • Tech Savvy, Involved, and Need Work
Different Attitudes = Different Tools One Size Does Not Fit All Open Communication is Imperative Requires Continuous Reevaluation
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Today’s Talent Market Candidates Everywhere
6 Million Candidates
Looking for Work
51 Million college Grads and Millenials
43 Million Gen X Hoping to
“Take Over”
61 Million Boomers Senior Roles
Hope to Retire
11.5 Million Silent Generation Retired Need some work
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Today’s Talent Market All Connected To Each Other
6 Million Candidates
Looking for Work
51 Million college Grads and Millenials
43 Million Gen X Hoping to
“Take Over”
61 Million Boomers Senior Roles
Hope to Retire
11.5 Million Silent Generation Retired Need some work
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Who Are You Recruiting?
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Baby Boomers Best Practices
Focus on the Process Over Socialization Clearly Defined Onboarding Roadmap Frequent Feedback Mechanisms Traditional Recruitment and Retention
Mechanisms (Benefits, Retirement Plan) Forms Management Show Respect Extend Onboarding Beyond 6 Months
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Generation X: Best Practices
Mentor Program 30-60-90 Day Performance Reviews Forms Management and Tasks Management Planned Lunches On Day One (53% or
respondents) Pre-Employment Gift
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Generation Y Best Practices
Internal Social Networking Enable Contribution Assignment on the First Day (17% of companies) Interactive Media Tools Socialization in the Company Culture “New Hire Clubs” “Buddy System” (47% of companies)- Starbucks
Coffee Link Onboarding to Learning-RWD Technologies
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Multi-Generational Onboarding Maturity Model
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Key Findings
The majority of organizations are customizing their strategic onboarding process by job roles but fail to consider the implications of a multigenerational workforce.
Organizations with a multigenerational onboarding process are effectively leveraging social media.
Best practice organizations employee a manager who is directly responsible for the onboarding process.
Onboarding systems have plenty of opportunity for growth in today’s market.
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Key Findings
Despite a strong demand for employee engagement, the key drivers for onboarding are forms management and compliance.
Team building initiatives are critical when onboarding younger generations.
Industries with organizations automating the onboarding process are also the same industries that have had an onboarding program in place for over a year.
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Do You Automate the Onboarding Process?
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Onboarding Systems
Socialization
Forms Management
Tasks Management
Employer Branding
Compliance Engagement
Retention
New Hire
New Hire
Hiring Manager
Recruiter
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Leading Onboarding Systems
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Improved User Experience Features
Figure 35
Source: “Talent Acquisition Systems,” Bersin & Associates, 2009.
• Job Carts • Quick Links • Embedded Analytics • Job Agents • Wizards • “Drag and Drop” Configurability • “Point and Click” • Personalized Icons • Google Map Integration • “Save to Favorites” • Adjust Text Size
• RSS Feeds • Video • Mouseovers • Pictures • Dashboards • “Send to a Friend” • Collaboration • Web 2.0 Features • Logos and Corporate Branding • Organizational Charts • Side-by-Side Comparisons
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Social Media
Facebook • Ernst & Young • Verizon Wireless
Twitter • Sodexo
Simulations/Games • Wachovia
LinkedIn • Fidelity • Boston Scientific
Second Life • IBM
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Cases-In-Point
Wyeth
Athlete’s Performance
T-Mobile
Northrop Grumman
McDonald’s UK
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Social Networking: McDonald’s UK
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Questions?
[email protected] (617) 367-1560 www.bersin.com