Strategic Workforce Planning and Onboarding

Presented by:Brooke Contacos, PHR

An ISO 9001:2015 Certified Organization

Right Place Right Skills

Right Time Right Price

RIGHT PEOPLE

Taking the steps today to ensure we have:

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• Supply Analysis

• Demand Analysis

• Budget Analysis

• Strategic Analysis

Elements of Needs Analysis

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• Employees are using time appropriately

• Work is allocated to optimize skills utilization

• Jobs are designed effectively

• Productivity rates are changing

• Current staff has the ability to achieve desired outputs

• Staff has the right kinds of skills

Gathering Information

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YearBusiness Factor

(Sales in Millions)

Labor Productivity (Annual Sales per

Employee)

HR Demand (# of Employees)

1 $3,613 $11,120 325

2 $3,748 $11,120 337

3 $3,880 $12,520 310

4 $4,095 $12,520 327

5 $4,283 $12,520 342

6 $4,446 $12,520 355

Trend and Ratio Analysis Projections

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• Projecting turnover is another essential technique for use in estimating HR requirements

• Employees leave organizations due to:

– Retirement

– Dismissal

– Disability

– Death

– Resignation

– Layoff

– Leave of absence

Are you measuring turnover?

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Turnover Calculation

Total terminations over the last 12 months = Turnover %

Average monthly workforce

Flow Analysis

Transfers 5

Promotions 4

New Hires 15

Recalls 10

TOTAL 34

Promotions 5

Resignations 13

Demotions 0

Retirements 4

Terminations 3

Layoffs 15

TOTAL 40

Inflow OutflowCurrent

Staff

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Looking to the Future

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What is On-boarding?

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Onboard vs. Orientation Event vs. On-Going Process

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TYPICAL ORIENTATION ON-BOARDING

Transactional focus and goals Strategic focus and goals

Less than one week Includes first year

Owned and executed by human resources office

Integrates multiple offices, functions and individuals

Addresses some new employee needs Addresses all new employee needs –from information, equipment and accounts to training and networking

Employee attends Employee is active participant with vested interest in success

Yields new hires with completed paperwork and some general information

Yields successful first year for new employees – maximizes employee engagement and retention

Orientation

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• Introductory stage in the process of new employee assimilation, and a part of his/her continuous socialization process in the organization.

• Orientation should be a component of on-boarding process.

• Many organizations focus here, and conclude any formal program within the first few weeks of employment.

On-boarding Defined

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• On-boarding is the process of integrating employees into their new work

environment. It is the last stage of the recruitment process, goes beyond

the orientation process and is one of the first steps toward retention.

• On-boarding focuses on:

▪ a strong employer welcome,

▪ affirmation of the employee’s right choice in a job,

▪ affirmation that the employee fits into the organization,

▪ long-term relationship building.

Did You Know…

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“Organizations that can reduce their on-

boarding time will find themselves at a

competitive advantage because employees will

reach full productivity sooner, will have higher

morale and will be more likely to stay on the

job.” (SHRM)

Why Pay Attention to On-boarding?

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• New hires are often seen as a “cost” for most

organizations

• Productivity lost due to the learning curve for

new hires & transfers: 1 - 2.5% of total revenues.

• Organizations need to keep creative, productive

newcomers in the company long enough to justify

the costs of recruiting, hiring, and bringing them

up to speed.

On-boarding Impacts ROI

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• The cost of losing an employee in the first year is estimated to be at least three times the salary.

• New employees who went through a structured on-boarding program were 58% more likely to be with the organization after three years.

• 22% of staff turnover occurs in the first 45 days of employment.

• Many companies leave executive on-boarding to chance and as a result experience failure rates in excess of 50% when it comes to retaining new executive talent.

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Align to mission and vision Connect to culture, strategic goals and prioritiesIntegrate across process owners Apply to all employees

PROCESS PHASES AND KEY ACTIVITES

Before First Day First Day First Week First 90 Days First Year

▪Extend personal welcome to employee▪Communicate first day logistics to employee▪Send paperwork in advance and / or online portal access▪Prepare for employee (checklists, inform team,…)▪Set up employee work space

▪Review on-boarding binder ▪Orient employee to organization and office norms▪Introduce employee mentor▪Assign first task▪Welcome lunch with Supervisor

▪Focus on sharing the mission, vision, and EE Handbook▪Meet immediate requirements for employment▪Set performance expectations and job scope.▪Review key projects▪Obtain signed copy of EE Handbook Acknowledgement of Receipt and Confidentiality agreement

▪Orientation completion▪Benefits enrollment (first month)▪Provide essential training▪Monitor performance and provide feedback▪Obtain feedback through new hire surveys and other means▪Create employee development plan

▪Recognize positive employee contributions▪Provide formal and informal feedback on performance ▪Reinforce employee development plan▪Mid-year and annual performance evaluations

OUTCOMES

High employee job satisfaction level Retention of high-performing employeesContinued employee engagement and commitment Faster time-to-productivity

Principles

Key Players

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• The Manager

• Human Resources

• The Employee

Employee

Human Resources

Manager

The “New” Job Challenge

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• To find a parking spot, (routine).

• To make a good impression.

• To be affirmed - they chose a good place:(Company and Culture information)

• Manager Information – Who do I work for? Can I trust him/her? How will I be treated when I make a mistake?

• What’s my job? How can I use my talents to be successful?

Manager-Employee Relationship

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• How are we going to work together?

• My style, Your style

• Background, common ground

• Both seeking a flawless start-up

• What do we really expect from each other?

Memorable Moments

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Think back:

• To your most successful onboarding experience

– What made it Successful?

• To your most unsuccessful onboarding experience

– What made it Unsuccessful?

Ineffective On-boarding: Characteristics

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• Does not build employee engagement throughout on-boarding

• Programs do not work towards building relationships between new hires and their peers or experienced colleagues.

• Expectations are not clearly defined for job or the organization, and on-boarding is commonly not tailored to specific job positions.

• Demonstrating value to the organization is not a “specific” goal

• Reduced costs

• Speed to competency

• Return on salary costs

• Increased employee retention

Where to Begin

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• If you’re just beginning, or have limited resources, start small▪ Pick a key program and/or a key demographic or population.

• Identify key stakeholders▪ Who directly benefits from the successes of onboarding effectiveness?

▪ Who needs to monitor ongoing onboarding data?

▪ Who decides what changes to make?

• Identify your measurement resource requirements▪ People

▪ Technology

▪ Tools

Successfully On-boarding

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How many of you…

• Believe that you on-board new employees?

• Believe that your on-boarding is fully aligned with your organization’s goals and objectives?

• See opportunities for improvement?

Measuring Your On-Boarding Program

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THANK YOU!

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• Payroll/HRIS/Recruitment/Talent

Management/Time & Attendance

Technology Solutions

• Job Analysis & Job Evaluation & Job

Descriptions

• Compensation Analysis & Design

• Performance Management Systems &

Assessment Tools

• HR Compliance Audits

• Professional HR Technical Assistance

• Affirmative Action Plans & FLSA Audits

• Employee Handbooks & Policies

• Online Behavioral Assessments

• Online Trainer and Facilitator Kits

• Online Leadership Training

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