executive onboarding process at john deere

Executive Onboarding Process at John Deere

Mindy Moye, Ph.D.Manager, Employee Engagement12 May 2010

Executive Onboarding2 |

Agenda – Key Topics to be Covered

• Online onboarding before day one• Paced learning for new leaders and transitioning internal

leaders• New Employee Integration roadmaps for new employees,

hiring managers, Unit HR, and peer advisors• Talent and manager surveys to confirm effectiveness


John Deere

• John Deere, a Fortune 500 Company, founded in 1837• Approximately 53,000 employees globally• World’s leading provider of advanced products and services

for agriculture & forestry• Also a major provider of:

• Advanced products & services for construction• Lawn & turf care• Landscaping & irrigation

• In addition, Deere provides financial services worldwide and manufactures & markets engines used in heavy equipment


Executive Onboarding

Executive Onboarding (also know as assimilation, orientation, and transitioning):

• A support process that accelerates the integration of leadership hires into the organization.

• Research indicates the most important differentiator of performance of leadership hires is the experiences they go through during their first few weeks and months on the job.


Derailers for New Executives

According to the Corporate Leadership Council there are 6 common derailers for new executives:

• Failure to establish key connections & partnerships• Lack of political savvy or support to navigate the organization

effectively• Failure to establish a cultural fit• Confusion about role expectations• Lack of feedback & coaching• Ineffective people management/team building skills

5


Business Case

• 40% of leadership hires under perform in the first 18 months• On average, direct reports of a new leader who is transitioning

effectively outperform direct reports of a struggling new leader by 15%

• Factors that inhibit a new manager’s integration have little to do with “technical competence”

• Onboarding provides a competitive advantage (Not many organizations onboard effectively)

• Promotes retention, employee engagement, & long-term organizational success

• Less than 1/3 of executives worldwide were positive about their onboarding experience (Korn/Ferry, 2006)

6


Business Case

Workforce demographics are expected to put even greater pressure on organizations to get new managers/executives up to speed

• As baby boomers begin retiring, organizations will need to cultivate a large number of managers to replace them

Corning Glass Works Study:• Employees who participated in a structured onboarding

program were 69% more likely to stay with their company after 3 years than those that did not go through the program

Capital One (2003)• Executives cited lack of support during transitioning to their

new role as a significant reason for leaving

7


Global Talent Management Delivering world class talent

8

Select and Onboard

TalentEnsure the success of new

employees

Know what to do

John Deere Learning

and Career

Development

Develop the right

capabilities

Effective Manager/Employee Dialogue

Sourcing and

Recruiting Talent

Create a talent

pipeline

Organization Results

Exceptional Operating

Performance

Disciplined SVA Growth

Aligned High-

Performance Teamwork

Attract Talent

TalentResults

Engage Talent

Build Talent

Leverage Talent

Retain Talent

PerformanceManagement

Set objectives

Review Performance

Reward Performance

Can do

Leadership DevelopmentEnsure Quality Leaders

Succession Planning

Talent Review

Leadership Education & Developmental Experience

John Deere Values Integrity Quality Commitment Innovation

Want to do

EmployeeEngagement

Engagepeople to

perform at their best

Business StrategyWe aspire to distinctively serve through a great business, a business

as great as our products

Team EnrichmentAttract, develop and retain

the best global talent, from all backgrounds,

that will enable us to build the strongest John Deere

team to support our SVA-growth goals

StrategicWorkforce PlanningIdentify, understand, and plan

for the talent needs to successfully execute

the business strategy


Employee Engagement

Organizational Results:• Exceptional Operating

Performance• Disciplined SVA Growth• Aligned High

Performance Teamwork

9


New Employee Integration (NEI) Process

NEI process is for all new salaried employeesGoals of NEI• Implemented to ensure new hires have information and tools

needed to succeed in the workplace.• Integrate employees within the first 12 months of employment

in an exceptional way so they understand and value the company and its culture

10



Components of NEI Process:• New Employee Website: Designed to communicate advance

information about benefits, culture, and of points of interest prior to employee’s first day

• Electronic HR Forms: Enables employees to complete their personnel record, direct deposit, & W-4 form prior to their first day

• New Employee Orientation E-Learning Module: Provides information on the company, its policies, and employee development

• On-site Orientation Programs: On-site orientations available at all of our locations

11



Components of NEI Process:NEI Roadmaps Tool: Includes a series of roadmaps or action

items to help assimilate new employees into the JD business and organization

Roadmaps exist for:• New Employee• Hiring Manager• NEI Advisor• Unit HRMeasure effectiveness of NEI process:• Survey new employees at 1 month, 6 months, and 1 year• Survey managers of new employees after 90 days

12


Executive Onboarding at John Deere

Target Audience• External new hires – senior manager level

Goals• Accelerate integration and shorten the learning curve• Enhance awareness of company culture• Enable relationship building essential for future success

13


Executive Onboarding Process External New Hires at John Deere

• Goal was to “bullet proof the process”• Complement New Employee Integration (NEI) process for all

employees• Weekly reports identify new senior managers/executives• Set up meeting with hiring manager• Set up 16 weekly meetings with employee• Set up follow-up meeting with employee• Send on-line survey to get feedback on the process

14


Meeting with Hiring Manager

Familiarize Hiring Manager with processDiscuss Hiring Manager’s Role:• Stakeholder Analysis• Emphasize importance of Performance Management

• Helping set stretch goals, identify job responsibilities, and define developmental goals

• Match employee with mentor (Mentor provides insight & advice on culture, team, & other guidance as needed)

• Emphasize importance of Manager/Employee relationship in driving employee engagement

15


Stakeholder Analysis

Complete Stakeholders Analysis with Hiring ManagerKey Stakeholder’s List includes:• Senior Leadership Team• Direct Reports• Peers• Key Internal Stakeholders• External Stakeholders (i.e. customers, partners, suppliers)

Hiring Manager then requests stakeholders to set up meetings with new hire within the next month

16


External Executive Onboarding Topics

Overview of Process & Employee EngagementGlobal Talent Management Topics (covered in 3 meetings)

• Performance Management• Career Development• Open Mentoring• Succession Planning• Leadership Education• Coaching• John Deere Learning• Staffing & Recruiting

17


External Executive Onboarding Topics

Corporate CompliancePublic Relations & Crisis CommunicationsCompensation & BenefitsLegalFinanceTeam EnrichmentEnvironment/Engineering Standards/Product SafetyJD Lean 6 Sigma/QualityEngineering Product DevelopmentJohn Deere CreditCorporate CitizenshipFollow-up

18


Follow-up Executive Onboarding Survey Items

• The executive onboarding process helped me to successfully transition into the organization.

• The executive onboarding process enabled me to begin building my network across the company.

• The executive onboarding meetings provided a good foundation on a broad spectrum of topics.

• My manager has provided strong support in helping me integrate into the organization.

• Overall, how satisfied were you with the executive onboarding process? What specific suggestions do you have to improve the executive onboarding process? (open-ended item)

19


Executive Onboarding Program for Internal Transitioning Employees

• Designed an onboarding program for internal employees who are transitioning to a higher leadership level (director level & above)

• 13 weekly meetings• Follow-up survey at the end of the process

20


Internal Executive Onboarding TopicsOverview of Executive Onboarding ProgramCorporate ComplianceCrisis ManagementPublic Relations & Crisis CommunicationsWork & Life SafetyEnvironment/Engineering Standards/Product SafetyEnterprise Health & Medical ServicesLegalBuilding Leadership Talent/Leadership PresencePublic AffairsInvestor RelationsFinanceCorporate Citizenship

21


Internal Executive Onboarding Survey Items

• The executive onboarding meetings provided good information on a broad spectrum of topics.

• My manager has provided strong support in helping me transition into my new position.

• The following meetings provided valuable information that I will use or reference in my new role:• Include list of topics in a table

• Overall, how satisfied were you with the executive onboarding process for internal transitioning leaders?

• What specific suggestions do you have to improve the Executive Onboarding process for internal transitioning leaders? (open-ended item)

22


Questions?

Mindy Moye, Ph.D.Manager, Employee Engagement12 May 2010

John Deere Executive Onboarding Process

Appendix


New Employee Integration Survey – 1 Month

• I felt welcomed at John Deere.• I had an active telephone number and telephone on the first day.• I was able to log into my computer on the first day.• The number of days from my start date that it took to obtain the appropriate computer

access needed to perform my job was:• During my first few weeks, I was introduced to the people in my work area.• I was satisfied with the formal orientation I received to John Deere at my unit.• I was able to get my questions regarding benefits addressed.• Having a new employee advisor was useful to me during my first month at John Deere.• I found the new employee roadmap useful during my first month.• In comparison with other companies, John Deere's recruiting and interview process would

rate:• Did you access the New Employee Web Site before your first day of work?• *If yes, please answer the following question:• How satisfied were you with the information you found on the web site?• What suggestions do you have that would improve our recruiting and interview process?• Additional Comments


New Employee Integration Survey – 6 Months

• I have been assigned challenging work.• My job matches the expectations that were set and initially described to me.• My job makes good use of my skills and abilities.• I understand the objectives and strategies of my Division.• I feel comfortable in this local community.• My manager is approachable and addresses my questions in a timely manner.• My manager is considerate of my need to balance work and personal life.• Having a new employee advisor was useful to me during my first six months at John

Deere.• I work in an environment where diverse cultures, people, and ideas are respected.• I found the new employee roadmap useful during my first 6 months.• How could John Deere do a better job of integrating new employees?• Considering everything, I would rate my overall satisfaction with the company at

the present time as...• Additional Comments


New Employee Integration Survey – 1 Year

• My job makes good use of my skills and abilities.• My work gives me a feeling of personal accomplishment.• I have the tools and resources necessary to perform quality work.• I see a clear link between my work and my unit's objectives.• I feel comfortable in the local community.• I feel connected to John Deere.• John Deere does a good job integrating new employees into the company.• How satisfied are you with the training you receive for your present job?• How satisfied are you with the recognition you receive for doing a good job?• How satisfied are you with the information you receive from management on

what's going on in the company?• Considering everything, I would rate my overall satisfaction with the company at

the present time as....• My manager is approachable.


New Employee Integration Survey – 1 Year: Items continued

• My manager is considerate of my need to balance work and personal life.• My manager creates a work environment where diverse cultures, people and ideas

are respected.• My manager coaches and supports me in my development.• My manager provides timely and useful feedback regarding my performance.• Communications from my manager are timely and effective.• My manager is available to me when I have questions or need help.• My work group has accepted me as a member of the team.• Joining John Deere was the right decision for me.• I have the resources to communicate my career goals and objectives within John

Deere.• I feel it is likely that I will achieve my personal career objectives at John Deere.• I intend to stay working at John Deere for the foreseeable future.• I would recommend John Deere as a good place to work.• Additional Comments


New Employee Integration Survey – Early Fit Survey Completed by Hiring Manager at 90 days

• Managers Name:• Employees Name:• The new employee is a good fit for the position for which he/she was

hired• The new employee has the skills and abilities to perform his/her job• The new employee demonstrates a genuine interest in being a part of

John Deere• The new employee is transitioning well into his/her new position• Based on what I know about this new employee now, I would have

hired him/her for the same job• If you would not hire this person again, please provide feedback as to

why not:

executive onboarding process at john deere

Documents