connect the dots on boarding workshop
TRANSCRIPT
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Onboarding 101:Engaging Employees Right from
the “Pre-Start”
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What do your employees experience on their first day?
video
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Workshop Objectives
What do you want out of this workshop?
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Some statistics* 90% of companies believe that their employees make
their decision to stay at the company within the first six months
62% of all organizations now have a formal onboarding process; this will grow to 77% in 12 months
“New employee retention” is the overwhelming pressure driving onboarding in 2008-as compared to “productivity which was the top pressure that drove onboarding in 2006
*The Aberdeen Group, Effective Onboarding Techniques and Strategies, January 2008
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More Statistics
• Nearly one in three (30%) of new leaders hired from the outside the organization are evaluated as underperforming after two years on the job
• 21% of executives who make internal transfers do not succeed by the two year mark
• Data source: Study conducted by Alexcel group
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0 months 18 months4 months
Prestart Week 1 Month 1 Month 2 Month 3 Month 4
Offer Accepted Setup Honeymoon Reality Adjustment Transition
Full integration into role and culture
Onboarding Model: A Working Definition
Gain knowledge……….build relationships…………and receive feedback
Connect the Dots Consulting
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Orientation vs. Onboarding
Orientation: Onboarding:• Lasts first 3 to 6 months• Information flows through several
channels to and from new hires• Customized by function and role• Integrative and strategic• Functional and role-specific info
delivered “just-in-time” • “Live and learn” the organizational
culture while getting feedback• Associates are fully transitioned to
the organization, culture, and role
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• Single event• One-way information flow to the
new hires• “One-size-fits-all” process• Logistical and tactical• Organizational overview information
delivered to a group• Limited exposure/information about
organizational culture—usually “aspirational” not actual
• Associates are still “new” after orientation
Connect the Dots Consulting
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Building Your Onboarding
MetricsCommunication
IMPLEMENT
RoadMapsRoles
CUSTOMIZEBest Practices
CultureAudiencesObjectives
FOUNDATION
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Create the Business Case
• Why do we want/need and onboarding program?
• What will we accomplish?• How will it add value to the organization?
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Identify Your Audiences
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Which Audiences Will You Include?
All associates Leaders Internal promotions Associates from
mergers/acquisitions
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Culture’s impact on onboarding
To be successful here ……..
Go directly to the source
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Sample Culture Statements
In our organization, we always…
– Look for ways to innovate– Are honest and
accountable for mistakes– Do something (make a
decision)– Keep the right people
informed and involved – Stay on top of things
..and we never…
– Create surprises – never surprise leadership, coworkers, or customers
– Wait for perfection – Disclose sensitive
information – Are unresponsive to
customers or employees– Assume our roles will stay
the same
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Research Best Practices
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Recent Aberdeen Study*• Leading Organizations:
– Formalize an onboarding strategy– Provide support/training to new hires– Manage pre-start logistics– Ensure that new hires are integrated into the company
culture– Hiring managers set clear expectations– Automate forms management– Provide assessment tools for skills, knowledge,
attributes and behaviors*”All Aboard: Effective Onboarding Techniques & Strategies” Jan 2008
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Everyone has a role
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Human Resources Hiring Manager New Leader New Associate Mentor/Coach
Defining Roles
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The three “Cs” of defining roles…
• Capacity• Competency• Commitment
Defining Roles
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The Successful Role of HR In Leadership Onboarding
What HR Does: Facilitates and guides the onboarding process
How HR Does It:Integrates onboarding actions into typical internal client support
In All-Associate Onboarding
What HR Does: Supports and monitors onboarding process
How HR Does It:Uses technology and time-based check-ins to monitor progress
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BuildingYour Onboarding
MetricsCommunication
IMPLEMENT
RoadMapsRoles
CUSTOMIZEBest Practices
CultureAudiencesObjectives
FOUNDATION
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RoadMaps
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New Associate RoadMapOnboardingAction item
PreStart Week One
MonthOne
Month Two
Month Three
Resources
Getting Prepared
Briefing PacketWebsite
Getting Started
Logistics ChecklistAdvice
AttendOrientationOnboarding Objectives
List from Hiring Manager
Onboarding Meeting 1
Meeting Agenda
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Hiring Manager RoadMapOnboardingActions
PreStart Week One Month One
Month Two
Month Three
Resources
• Draft NA Roadmap
• Place call to NL
• Template
• Talking Points
Initiate logisticsMeet w NA
• Logistics checklist
• Agenda
• Review RoadMap
• Role Clarity
• Agenda
• Discussion guide
Provide feedback
Survey results
Transition to Performance Management
• Agenda• PM
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HR RoadMapOnboarding Actions
PreStart Week one Month One
Month Two
Month Three
Resources
• Initiate logistics
• Meet with hiring manager
• Logistics checklist
• NL Roadmap guide
• Meet with NA
• Review onboarding
• Agenda
• Talking Points
Discuss personal transition
• Transition guide
Culture discussion
• Culture roadmap
Provide feedback
• Survey info and talking points
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Mentor/Coach RoadMapOnboarding Actions
PreStart Week One Month One
Month Two
Month Three
Resources
Call/email new associate
Talking points
Take NA to lunch
Talking points
• Answer questions
• Discuss culture
Culture roadmap
Introduce NA to peers
Mentor guide
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0 months 18 months4 months
Prestart Week 1 Month 1 Month 2 Month 3 Month 4
Offer Accepted Setup Honeymoon Reality Adjustment Transition
Full integration into role and culture
Onboarding Model: A Working Definition
Gain knowledge……….build relationships…………and receive feedback
Connect the Dots Consulting
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BuildingYour Onboarding
MetricsCommunication
IMPLEMENT
RoadMapsRoles
CUSTOMIZEBest Practices
CultureAudiencesObjectives
FOUNDATION
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Communication
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Communication Plan
Create a communication plan that tells the organization—
-why do onboarding?-who will participate and how?-what results are expected?
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Metrics
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Metrics
• Build metrics according to your objectives• Collect quantitative and qualitative data• Include all process partners
– Hiring Manager– New Leader– HR– Mentor
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Measuring Success
• Collect data through the roadmap actions and resources
• Implement surveys at key, time-based milestones to measure progress
• Measure cultural fit via a multi-rater early feedback process
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How we work with clients• Consulting and advising
– Building and presenting the business case– Determining best solution– Project managing onboarding team
• Customizing best practice solutions– Web-based– Non web-based
• Integration Coaching– HR Partner– New Leader
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Summary
video
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Appendix
• Tools and templates to get you started
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Recently Hired associates Hiring Manager
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Create a list of recently-hired and recently-promoted associates and their hiring managers.
Action Item #1
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Ask questions like:Questions Your Data
1. Tell me about your selection/interview process2. What kind of information and support did you get after you accepted the job? From who?3. What advice would you give a newly-hired (newly-promoted) associate?4. What does the hiring manager do for a new associate?
What does HR do?
What should they do
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Action Item #2
Key Questions: Your Data1. What makes our organization’s
culture unique?
2. How can you be successful in our culture?
3. What things should and associate never do in our organization?
4. What advice would you give to a new hire as to how to navigate our culture
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Articulate your organization’s culture by asking for input from a cross-sectionof associates (target groups of associates based on your onboarding audience)
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Action Item #3
Topics include Your Data
• Audience• Length of process• TechnologySources for data include:• Peer in like industry• Leading organizations:• Aberdeen Group• The Work Institute• Gallup Organization• Genesis Advisers• Connect the Dots
List other possible data sources:
39Connect the Dots Consulting
Find and research onboarding best practices and validate them against your organization.
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Action Item #4
Roles Your OrganizationHuman Resources
Hiring Manager
New Associate
New Leader
Mentor/Coach
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Define the roles of the onboarding participants that fit your organization —
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Action Item #5
Process Component Your OrganizationObjectives
Audience
Roles/Capacity
Culture
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Define the foundational components of your organization’s onboarding process.
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Action Item #6
Talking Point Your OrganizationWhy we are doing onboarding?
Who will participate in the process andhow?
What results are expected?
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Create a communication plan that tells the organization:
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Action Item #7
Include: DataProcess Objective(s):
Qualitative Metric:
Quantitative Metric:
How we collect data:
Leverage the data:
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Is your process having a positive impact on employees and organization?
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Notes:
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Presenters
Brenda Hampel, Partner
614.793.8836
Erika Lamont, Partner
614-793.8835
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