its onboardinghandouts 040413 - coaching | bpi · 13/04/2004 · webinar handout april 4, 2013 dr....

On-Boarding Templates

ITS Talent Management

Webinar Handout

April 4, 2013

Dr. B. Lynn Ware

Integral Talent Systems, Inc. Mountain View, CA

http://www.itsinc.net 650-965-1806 x101

Table of Contents

ITS On-Boarding Webinar Handout 1 © 2013 Integral Talent Systems, Inc. All Rights Reserved.

New Employee Orientation: On-Boarding New Talent

Talent Management Webinar Handout

Introduction ............................................................................................................................ 1

On-Boarding Basics ............................................................................................................. 2

Measurement & Evaluation .............................................................................................. 3

Sample New Employee Integration Checklists ........................................................ 5

Employee Version ................................................................................... 6

Manager Version ..................................................................................... 8

Sample Table of Contents 1 ........................................................................................ 12

Sample Table of Contents 2 ( Music Theme) ....................................................... 14

Sample Table of Contents 3 (Adventure Theme) ............................................... 15

Sample Weekly Activity Log for College Recruits or Interns ................................................................................... 17

Orientation & Assimilation Systems Audit ............................................................ 22

New Hire On-Boarding Selected Research Bibliography .................................. 26

About Integral Talent Systems, Inc. .......................................................................... 29

Introduction


Introduction

The purpose of this handout is to stimulate ideas for enhancing your company’s on-boarding system. The following examples, templates, and checklists have been used for new hire orientations in actual organizations who have worked with ITS. They each represent an aspect of an on-boarding process that was developed for a certain circumstance which may or may not be similar to that of your organization.

Your company’s process will be determined by factors such as:

n Number of new hires in a year

n Profile of new employees

n Size and complexity of the company

n Job level and complexity

n Geographic dispersion

n Company culture

n Budget

Ask the Experts – Your Own Employees

In addition to the ideas you get from this program, remember that you have great resources close at hand – employees who have been hired in the last year or so. Ask them to look back on their relatively recent experience of joining the company. What do they wish they had learned earlier? What was most helpful?

Your company’s on-boarding process will be unique – as it should be. But no matter what type of company and employees are involved, a well designed process will pay huge dividends.

On-Boarding Basics


On-Boarding Basics

1. Make sure your hiring process communicates a realistic view of the job and the company and sets appropriate expectations.

2. Think in terms of a 3-12 month process – not a single event.

3. Use a variety of learning methods that are suited to the content.

4. Prepare managers and co-workers to support the process.

5. Design the experience of orientation and assimilation to reflect the company culture.

6. Design the on-boarding process from the new hire’s point of view.

7. Plan robust support for network and relationship building. (Don’t over-rely on technology for this.)

Remember that new hires need to:

n Feel that they made a great choice in joining the company

n Feel accepted and build relationships

n See evidence that they will be able to succeed

n Acquire needed information and tools when they need them

n Understand the big picture of the organization

n Understand and commit to their specific goals

n Become productive and successful as fast as possible

n Know where their job fits and why it is important

Measurement & Evaluation



As with any important initiative, the ability to measure and evaluate results is essential if the program is to put down roots in the organization. Metrics are essential for accountability as well as providing the information that will drive improvements of the program.

Organizational Outcomes to Track n New employee retention rates (1-18 months)

n New employee satisfaction and engagement levels

n Time to full productivity in the job

n Specific business results on projects or teams who on-board new employees

Data Sources n Attrition by tenure (HRIS)

n Employee engagement surveys

n Hiring manager surveys or interviews

n Focus groups:

n 90-day employees

n 6-month employees

n 1-year employees

Simple ROI Calculation

Data needed:

n Number of new hires

n Average saved time to full productivity per hire

n Value of average saved time (what is its $ value if new hires hit full productivity 1 month early?)

n Cost of time for participation

n Program development cost

n Program delivery cost

(continued)



ROI Formula

(Number of new hires X the value of average saved time to full productivity of each)

Minus

Cost of time for participation

Program development cost

Program delivery cost

Equals

Return On Investment

ROI Formula Example

In this example, the company is hiring 200 new employees this year. A survey of managers shows that on average, the on-boarding process gets new hires to full productivity about one month sooner than without the on-boarding process. The estimated value of the faster time to full productivity is $5,000 per new hire. Their average salary is $60,000. The on- boarding process includes three days in workshops spread over several months as well as program materials.

# of new hires X 1month productivity gain 200 X $5000 $ 1,000,000

Participation cost productivity loss 3 days 200 X $5000 (150,000)

Program development cost (100,000)

Program delivery cost – materials, facilitator ( 20,000)

Net Gain $ 730,000

Sample New Employee Integration Checklists


Sample New Employee Integration Checklist

Today is just a beginning. Your integration and assimilation into Company will be an ongoing process over the next few months. To help you get off to a fast start, the New Employee Integration Checklist has been developed.

Your New Employee Integration Checklist

The New Employee Integration Checklist provides suggested activities to help introduce you to Company, your role within the company and what’s expected of you, and what you need to learn during your early days on the job to help you be initially successful. There are suggested activities for your first day, first week, and first three months on the job.

Completion of this checklist is the shared responsibility of you and your manager. Ask your manager to establish a weekly meeting time with you to review what you’ve accomplished, and to plan for the upcoming activities. A copy of the checklist can be found on the following pages. You should review it and begin to work on it today.

Additional Ideas for Your First 90 Days

Following are additional activities you may want to consider adding to your checklist in Section III.

n Get to know four new people outside of your department in your first 30 days.

n Set aside two days a week to schedule lunch to get to know your teammates and/or project leaders.

n Identify skills you want to develop during your first 90 days on the job.

n Identify others who have skills/knowledge/expertise in areas you want to develop, and schedule time to meet with them.

n Think about how you could market yourself internally within the company and create a personal marketing plan.

n Identify three departments other than your own that you want to learn more about.

n Set a personal developmental goal that is attainable in your first 90 days.

n Explore learning and development resources available to you.

n Create a file for keeping track of your performance successes.

n Identify a potential mentor and explore if there is a mentoring opportunity.

n Learn about both management and non-management career opportunities.

n Discuss with your manager his/her criteria for advancement.



Sample New Employee Integration Checklist:

Employee Version

Directions: The items listed below are suggested activities that should be completed during your first 90 days on the job. If appropriate, attach an addendum with any department-specific items. Employee Name:

Manager/Supervisor Name:

Employee ID #:

Department:

Position Title:

Location:

I. PRIOR TO FIRST DAY ¨ Review your Offer/Welcome packet ¨ Complete required New Employee Paperwork ¨ Gather required documents to bring on your first day

II. FIRST DAY ON THE JOB ¨ Attend Orientation Meeting ¨ Submit your completed New Employee Paperwork ¨ Set up your voicemail message and test email ¨ Review on-line resource websites:

¨ Global Source ¨ Company external Home Page ¨ Business Unit & Department websites ¨ Product Solutions 101 ¨ New Employee Help Tool ¨ Communication Basics

III. DURING FIRST AND SECOND WEEKS ON THE JOB ¨ Attend New Employee Orientation workshop (if you have not already attended) ¨ Meet with your manager/supervisor to clarify job expectations and set goals to be

met by end of your first 90 days on the job ¨ Schedule time to meet with team members to understand their roles ¨ Continue to review on-line resource websites ¨ Attend Semi-Monthly Benefits Orientation (optional) ¨ Turn in Benefits paperwork no later than 30 days after date of hire ¨ Discuss any questions with your manager/supervisor and/or your peers ¨ Begin working on additional activities identified during your New Employee

Orientation workshop: 1. 2. 3. 4. 5.



IV. BEFORE END OF FIRST 30 DAYS ON THE JOB ¨ Meet with your manager/supervisor to check in:

¨ Discuss initial experiences and how they are matching with your expectations ¨ Discuss any concerns or issues you have ¨ Review progress towards initial goals ¨ Identify “meet and greet” opportunities with key individuals in the company ¨ Identify any additional systems and job-specific training ¨ Ask and have answered any questions

¨ Complete NEON on-line self-study training ¨ Complete Product/Solutions on-line self-study training ¨ Complete Communication Basics on-line self-study training ¨ Schedule and attend additional systems and job-specific training, as necessary

V. BEFORE END OF FIRST 60 DAYS ON THE JOB ¨ Meet with manager/supervisor to check in:

¨ Discuss initial experiences and how they are matching your expectations ¨ Review progress towards initial goals, and adjust as necessary ¨ Discuss any concerns or issues you have ¨ Ask and have answered any questions

VI. BEFORE END OF FIRST 90 DAYS ON THE JOB ¨ Conduct 90-Day Performance Evaluation with your manager/supervisor:

¨ Review performance and progress towards initial goals ¨ Create an Individual Development Plan ¨ Discuss Company’s career planning philosophy

This confirms that this employee has successfully completed the orientation process. I will continue to communicate expectations throughout the year. __________________________________________ Manager/Supervisor’s Signature Date

This confirms that I have completed the orientation process. I will continue to update my manager/ supervisor on my performance as appropriate. _________________________________________ Employee’s Signature Date



Sample New Employee Integration Checklist:

Manager Version

Directions: The items listed below are suggested activities that should be completed during the new employee’s first 90 days on the job. If appropriate, attach an addendum with any department-specific items. Completion of this checklist is the joint responsibility of the hiring manager and the new employee. Send the completed checklist to__________________. Employee Name:

Start Date:

Employee ID #:

Location/Department:

Position Title:

Manager Name:

I. PRIOR TO FIRST DAY

Work Area ¨ Assign a workstation/phone extension ¨ Establish computer, network, and telephone access ¨ Order furniture as needed ¨ Order any other equipment or tools new employee will need

Computer

¨ Order and set-up of required hardware ¨ Order and installation of required software ¨ Obtain Network Logon ¨ Ensure Email set-up ¨ Process requests for access/passwords to the following department-specific systems

Telephone ¨ Order telephone ¨ Set up voice mail

Security Access ¨ Acquire building and floor access cards (Security access card form)

Other (as appropriate) ¨ Gather vital reference materials (i.e., phone directory, contact list, voicemail & email

instructions) ¨ Order office supplies ¨ Order name plates ¨ Order business cards ¨ Order corporate credit card ¨ Order corporate phone calling card



Communication ¨ Call the new employee to welcome him or her. Remind him/her to bring completed

paperwork and identification on the first day ¨ Notify co-workers and key contacts of start date ¨ Create a welcome sign and/or buy card or gift

Performance Support ¨ Schedule employee for New Employee Orientation Session(s) ¨ Create a training schedule for the employee’s first week or longer ¨ Assign a “buddy” to be the employee’s orientation partner ¨ Gather job-specific resource information (e.g., job description, reference materials,

manuals; etc.) II. FIRST DAY ON THE JOB

Manager Responsibilities ¨ Make sure you are present to greet the new employee ¨ Introduce the new employee to staff and team members/co-workers ¨ Accompany the new employee to lunch (or arrange for a team member if you are

unavailable) ¨ Coordinate a site tour ¨ Meet with employee to discuss job description, responsibilities, and initial

performance expectations ¨ Introduce new employee to “Buddy” ¨ Review and explain on-line resources: New employee Help Tools, Who’s Who, etc. ¨ Coordinate basic telephone and computer instruction ¨ Review payroll processing, including time and attendance reporting requirements ¨ Review basic guidelines (i.e., security, parking, dress, office and work hours, lunch

and break times, supplies, printer/copier/fax, shipping and receiving, local amenities)

¨ Review Sick/ Emergency Contact phone number and process ¨ Review training schedule for at least first week



III. DURING FIRST AND SECOND WEEKS ON THE JOB ¨ Ensure “Buddy” and new employee are meeting and establishing a productive

relationship ¨ Review performance management process ¨ Review relevant incentive programs ¨ Overview department functions and team member responsibilities ¨ Review other departments’ overall functions, and highlight internal customers ¨ Review security and safety procedures ¨ Review policies on personal use of telephone and computer ¨ Conduct workstation evaluation and schedule ergonomic training ¨ Arrange lunch/breakfast meetings with co-workers ¨ Meet with employee to establish goals and job expectations to be met by first 90

days on the job: 1. 2. 3. 4. 5. ¨ Meet with employee and create a development plan for first 90 days to ensure

acquisition of needed job-specific skills and knowledge. IV. BEFORE END OF FIRST 30 DAYS ON THE JOB Meet several times to check in: 1. Discuss initial experiences and how they are matching employee’s expectations. 2. Discuss any concerns or issues the employee has. 3. Review progress toward initial goals. 4. Review progress on development plan. 5. Identify any additional systems or job-specific training needed. 6. Identify any upcoming “meet and greet” opportunities with key individuals. 7. Answer any questions. V. BEFORE END OF FIRST 60 DAYS ON THE JOB Meet several times to check in on:

1. Initial experiences and how they match employee’s expectations. 2. Review progress toward initial goals; adjust if necessary. 3. Discuss any concerns or issues employee has. 4. Answer any questions.



VI. BEFORE END OF FIRST 90 DAYS ON THE JOB Conduct a 90-day Performance Evaluation:

1. Review performance and progress on initial goals. 2. Create an Individual Development Plan. 3. Discuss the company’s career planning philosophy and process.

Submit this completed checklist to:______________________________________________

This confirms that this employee has successfully completed the 90-day orientation process. I will continue to communicate expectation throughout the year. ____________________________________________ Manager Signature Date This confirms that I have completed the 90-day orientation process. I will continue to update my manager on my performance and progress as appropriate. ____________________________________________ Employee Signature Date

Sample Table of Contents 1



The Program: Welcome & Introductions .................................................................... 1

Today’s View ........................................................................................... 2

Gaining In Site Quiz ................................................................................ 4

Fellow In Site Operatives ......................................................................... 5

View from the Past: The Evolution of Company ..................................................... 6

History – Key Milestones & Successes ...................................................... 7

Our Locations – Company Worldview ....................................................... 8

Current Focus: Our Mission, Values & Polices ........................................................ 9

Our Mission .......................................................................................... 10

Our Values ............................................................................................ 11

Operating Principles .............................................................................. 12

Our Code of Conduct ............................................................................ 12

Employment Compliance & Checklist ..................................................... 13

Policies ................................................................................................. 15

Facilities Information ............................................................................ 16

Future Focus: Our Vision, Brand & Promise .......................................................... 17

Our Vision ............................................................................................. 18

Our Brand ............................................................................................. 19

Our Personality ..................................................................................... 20

Our Promise .......................................................................................... 21

Our Customer & Partner Focus .............................................................. 22

In Site Advantage: Strategy & Products ................................................................... 24

What is BPM? ......................................................................................... 25

The Company Approach ........................................................................ 26

What We Do – Product, Services & Solutions Summary ........................... 27

View from the Top: Our Organization & People .................................................. 29

Executive Management Team ................................................................ 30

Worldwide Sales & Marketing ................................................................ 31

Information Technology ........................................................................ 32

Services and Support ............................................................................. 33

Human Resources ................................................................................. 34

Desktop and Systems Tools & Job Aids .................................................. 35



Talent View: Employee Development & Compensation ................................... 37

Pay for Performance .............................................................................. 38

Bonus ................................................................................................... 39

Promotions ........................................................................................... 40

Training ................................................................................................ 41

Management Focus: Hiring & Other Important Procedures ........................... 42

How to Hire FTEs & Contractors ............................................................ 43

Travel & Expense Procedures ................................................................ 44

Out of Sight: Supporting Your Success .................................................. 45

The New Employee Integration Checklist ............................................... 46

Your Elevator Pitch ................................................................................ 49



Sample Table of Contents 2 (Music Theme)

Let the Music Begin: Welcome & Introductions ....................................................... 1

Today’s Concert ...................................................................................... 2

Getting to Know Our Music ..................................................................... 3

Band Member Autographs ....................................................................... 4

Our Greatest Hits: The Evolution of Company ........................................................ 5

Our Greatest Hits – Key Milestones & Successes ...................................... 6

Our Locations – The Company World Tour ............................................... 8

Soul Music: Our Mission & Values ................................................................................ 9

Our Mission .......................................................................................... 10

Our Values ............................................................................................ 11

Equal Employment Opportunity ............................................................. 12

Policy against Harassment ..................................................................... 13

Living Our Values .................................................................................. 14

Moving Up the Charts: Strategy & Products .......................................................... 15

Company Value Proposition .................................................................. 16

What We Do – Product & Services Summary ........................................... 17

Chart Toppers – Your Current & Future Hits .......................................... 19

Introducing the Band: Our Organization & People ............................................. 21

Executive Management Team ................................................................ 22

Worldwide Sales & Marketing ................................................................ 23

Business Processes & Development ....................................................... 24

Information Technology ........................................................................ 25

Services & Support ................................................................................ 26

Product Management & Development .................................................... 27

Human Resources ................................................................................. 28

In the Spotlight: Your Growth & Development ..................................................... 29

Performance Management Program ....................................................... 30

Management & Employee Development ................................................. 32

Management & Employee Development Course Offerings ...................... 33

Backstage: Supporting Your Success ....................................................................... 34

The New Employee Integration Checklist ............................................... 35

New Employee Integration Checklist ...................................................... 36

What’s That You’re Humming? .............................................................. 39



Sample Table of Contents 3 (Adventure Theme)

Your Company Travel Adventure .................................................................................. 1

A View from the Top ............................................................................... 2

Welcome to Passport to Adventure! ......................................................... 3

Our Travel Itinerary: Places We’ll Visit Today ........................................... 4

Travel Log: Preparing for My Company Adventure ................................... 5

A Tour of Historic Company ........................................................................................... 6

The Historic District: Highlights from Our Past ........................................ 7

Travel Log Entries from Other Company Adventurers .............................. 9

Travel Log: Insights from Historic Company .......................................... 10

Major Sites of Interest .................................................................................................... 12

The Central District: Where it All Begins ................................................ 13

The First Step is a Conversation ....................................................... 13

Risk is Something We Embrace ........................................................ 13

Our People Make the Connection ..................................................... 14

Our Communities are Vital .............................................................. 14

The Foundation: Company’s Mission & Vision ....................................... 15

The Residential District: Who Are Our Customers? ................................. 16

Who Are Our Customers? ................................................................. 16

The Financial Lifecycle .......................................................................... 17

Products for the Financial Lifecycle ........................................................ 19

The Knowledge District: Our Customer-Focused Business Model ........... 21

Data Makes a Difference ....................................................................... 22

Our Primary Lender Strategy ................................................................. 23

100% Customer Satisfaction .................................................................. 24

Travel Log: Travel Video – 100% Customer Satisfaction: It’s Everyone’s Business ............................ 24

The Business District: Our Legal Entity Structure ................................... 25

The Business District: Our Operational Structure ................................... 27

The Shopping District: Our Products & Services ..................................... 28

Travel Log: Our Strategic Goals ............................................................. 31

A Brief Summary of Our Approach ......................................................... 32



Tips for the Successful Company Traveler ........................................................... 33

Company’s Statement of Values ............................................................ 34

Travel Log: Statement of Values ............................................................ 35

Excellence ....................................................................................... 35

Opportunity ..................................................................................... 35

Innovation ....................................................................................... 36

Reliability ........................................................................................ 36

The Company Culture ........................................................................... 37

Travel Log: Travel Video – Welcome to Company: Where People Make a Difference ........................ 38

100% Employee Satisfaction .................................................................. 39

Some Good Advice ................................................................................ 40

Travel Log: Working for a Growing Company ......................................... 41

Communicate Like a Local ..................................................................... 42

Get the Most from Email & the Internet ................................................. 44

Local Tour Planner ................................................................................ 46

By End of Day One On-the-Job .......................................................... 46

By End of Week One On-the-Job ....................................................... 47

Important Resources ............................................................................. 48

Important Phone Numbers .................................................................... 49

A Postcard to Home ......................................................................................................... 50

Company’s Treasure ............................................................................. 51

A Postcard to Home .............................................................................. 53

Local Language Dictionary ........................................................................................... 55

Basic Company Terms & Acronyms ........................................................ 56

Basic Credit Card Terms ........................................................................ 58

Basic Savings Terms .............................................................................. 61

Sample Weekly Activity Log for College Recruiters or Interns


Sample Weekly Activity Log

for College Recruiters or Interns:

Internship Program Checklist

(Actual company schedule to on-board summer interns to maximize performance and the probability they can be recruited upon completion of academics)

This checklist may be used on a regular basis to review intern progress and assimilation. For example, each week managers and interns may review the checklist and make sure all relevant items are completed. Sign-off by managers may occur when appropriate. The suggested activities and timelines below are guidelines only – actual timelines may vary.

Week 1 q Attend New Hire Orientation

q Attend Brand Orientation Meeting

q Tours:

q Plaza

q Valencia Street

q Sales Office

q Distribution Center

q Meet Sponsor, Manager, and Department Team Members

q Conduct Department Team Member Interviews

q Establish Goals, Expectations, Aspirations for Internship

q Determine Schedule to Meet with Manager

q Fill in Project-Specific Goals on Checklist for Weeks 2–10

q End-of-Week Sponsor Update

q Learning Journal Entry for the Week

q Manager Notes:

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________



Week 2 q Ride Along with Sales Rep

q Department and Project Goals/Results:

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

q Meeting with Manager to Review Checklist & Sign-Off

q Sponsor Update


q Manager Notes:

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

Week 3 q Attend Off-Site Intern Day


____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________


q Sponsor Update


q Manager Notes:

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________



Week 4-6 (Use same checklist form each week) q Attend Intern Brown Bag Forum (as scheduled)


____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________


q Sponsor Update


q Manager Notes:

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

Three Weeks to End of Program q Attend Intern Brown Bag Forum (as scheduled)


____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

q Begin Planning for Internship Project Presentation


q Sponsor Update


q Manager Notes:

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________



Two Weeks to End of Program q Develop Goals and Assignments for Back-to-School Phase

q Attend Future Work Planning Activity and Discussion


____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

q Prepare Internship Project Presentation


q Sponsor Update


q Manager Notes:

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

One Week to End of Program q Attend Intern Brown Bag Forum (as scheduled)

q Finalize Goals and Activities for Back-to-School Phase


____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

q Finish Preparing Internship Project Presentation


q Sponsor Update


q Manager Notes:

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________



Last Week of Program q Conduct Wrap-Up Performance Review

q Attend Wrap-Up/Evaluation Meeting

q Deliver Internship Project Presentation



q Manager Notes:

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

Back-To-School Phase q Monthly Check-In Phone Calls

q Periodic E-mails

q Completion of Winter and Spring Break Activities

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

q Company Representative Involvement in School Activity

q Manager Notes:

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

Orientation & Assimilation Systems Audit™



Assessing Your Company’s Practices The goal of this brief Orientation & Assimilation Audit is help you to examine and evaluate your company’s on-boarding processes. The gaps you identify through this informal audit are your company’s opportunities for improvement. By strengthening any of these practices and policies, you will increase the likelihood of quickly assimilating and retaining a greater percentage of your top talent. In addition to helping identify specific items to improve, the overall scoring will give you a general indication of the total health of your orientation and assimilation processes. Please take a moment to answer each set of questions when the facilitator instructs you to do so. The rating scale is as follows:

1 2 3 4 5

Disagree Somewhat Disagree

Neutral Somewhat Agree

Agree

Scoring: For the category score, total the item scores in within the category and divide by 10. Categories that average less than 3.5 are candidates for improvement efforts. Individual items scored 3 or less should be addressed. (Note: scores on this informal audit and should be used only as a rough indicator of possible starting points to make your company’s orientation/assimilation process more effective.)



Organizational Support

1. My company trains managers on how to provide an on-boarding experience that helps new hires become productive quickly.

1 2 3 4 5

2. The Human Resources team is a partner with Senior Management in identifying the

workforce implication of the business plan.

1 2 3 4 5

3. Orientation/assimilation is recognized as a process, not just an event.

1 2 3 4 5

4. Our budget includes adequate funding for effective on-boarding practices.

1 2 3 4 5

5. My company has defined what kind of work place it aspires to be.

1 2 3 4 5

6. My company has embraced the idea that new hires should feel welcomed and supported.

1 2 3 4 5

7. New hires are provided the essential tools for their jobs the first day they arrive.

1 2 3 4 5

8. The orientation/assimilation process at my company effectively communicates the

unique values and actual workplace culture of our organization.

1 2 3 4 5

9. My company’s orientation/assimilation process covers at least the first 90 days.

1 2 3 4 5

10. My company approaches recruiting, selection, orientation/assimilation, development, and long-term retention as elements in a continuum, not as ‘siloed’ issues.

1 2 3 4 5

TOTAL SCORE _____________

÷ 10 _____________



Metrics

11. The company measures new employee satisfaction with the orientation/assimilation process.

1 2 3 4 5

12. The company proactively monitors and analyzes data on employee commitment & engagement.

1 2 3 4 5

13. The company’s attrition metrics system tracks turnover by employee tenure.

1 2 3 4 5

14. The company measures the time it takes for new hires to become fully productive.

1 2 3 4 5

15. The company measures new hire participation rates in the orientation/ assimilation process.

1 2 3 4 5

16. Senior management regularly reviews attrition rates of employees who leave in their

first 18 months.

1 2 3 4 5

17. My company tracks external perception of its desirability as a place to work.

1 2 3 4 5

18. The company rewards and recognizes managers who have a track record of providing highly effective support for new hires.

1 2 3 4 5

19. Managers who have high new hire turnover are coached and held accountable for

improving their assimilation and retention practices.

1 2 3 4 5

20. The company has a robust exit interviewing system that provides actionable data on why desirable employees leave the company in their first 18 months.

1 2 3 4 5


÷ 10 _____________



Management Practices

21. Managers are trained in on how to support the orientation/ assimilation process.

1 2 3 4 5

22. Managers understand their role in welcoming and supporting new hires.

1 2 3 4 5

23. Managers involve their teams in the orientation and assimilation process.

1 2 3 4 5

24. Managers do use the orientation tools and checklists that have been provided to them.

1 2 3 4 5

25. Managers always personally greet the new hire on their first day on the job.

1 2 3 4 5

26. Managers create a 90-day development plan with their new hires.

1 2 3 4 5

27. Managers clearly explain the importance of the job to new hires.

1 2 3 4 5 28. Managers provide clear performance expectations to new hires.

1 2 3 4 5

29. Managers give real work to new hires immediately.

1 2 3 4 5

30. Managers help new hires build social acceptance and relationships though

assignments that require working with others.

1 2 3 4 5


÷ 10 _____________

New Hire On-Boarding Selected Research Bibliography


New Hire On-Boarding:

Selected Research Bibliography

Aldrich, Clark. 2009. The Complete Guide to Simulations and Serious Games: How the Most Valuable Content Will Be Created in the Age beyond Gutenberg to Google. San Francisco: Pfeiffer Anderson and Schalk 1998. “The Psychological Contract in Retrospect and Prospect,” Journal of Organizational Behaviour, 19, 637-647 Allert, 2001. "You're Hired, Now Go Home: Virtual Companies and Employee Recruitment,” Training & Development, v55 i3 p55 Ashforth and Sacks, 1996. “Socialization Tactics: Longitudinal Effects on Newcomer Adjustment,“ Academy Management Journal 39: 149-178 Barber, Anne, and Lynne Waymon, 2010. "The Connected Employee: The 8 Networking Competencies for Organizational Success," T &D (Feb.): 50-53 Berlew and Hall, 1966. "The Socialization of Managers: The Effects of Expectation on Performance," Administrative Science Quarterly 11, no. 2: 207-223 Brown, Judy, 2010. "Can You Hear Me Now?" T & D (Feb.): 28-30 Bray and Howard, 1983. "The AT &T Longitudinal Studies of Managers” in "Longitudinal Studies of Adult Psychological Development," ed. K.W. Schaie New York: Guilford Press Cable and Judge, 1996. "Person-Organization Fit, Job Choice Decisions, and Organizational Entry," Organizational Behavior and Human Decision Processes 67: 294-311 Chao, Waltz, and Gardner, 1992. "Formal and Informal Mentorships: A Comparison on Mentoring Functions and Contrast with Non-Mentored Counterparts," Personnel Psychology 45: 619-636 Cross and Parker, 2004. "The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations," Boston: Harvard Business School Press Flanagin and Waldeck, 2004. “Technology Use and Organizational Newcomer Socialization,” The Journal of Business Communication, April v41 i2 p137(29) Flora, Carlin, 2009. "Paid to Smile: Zappos.com," Psychology Today Sept.-Oct.: 58-59. Fisher, 1986. “Organizational Socialization: An Integrative Review,” Research in Personnel and Human Resources Management 4:101-145 France and Jarvis, 1996: “Quick starts for new employees,” (Accelerated-learning techniques in orientation program of Sematech) Training & Development v50 n10 p47(4) Frauenheim, Ed, 2006. "IBM Learning Programs Get a `Second Life'," Workforce Management December 11: 6



Frazee, 1999. “Send Your Expats Prepared for Success,” Workforce, v78 i3 pS6(3) Griffin and Sutton, 2004. “Integrating Expectations, Experiences, and Psychological Contract Violations: a Longitudinal Study of New Professionals,” Journal of Occupational and Organizational Psychology v77 i4 p493(22) Grossman, 2006. “Developing Talent: Two Companies Tackle Vital Employee Development in Very Different Ways That Suit Their Business Needs,” HRMagazine,v51 i1 p40(7) Hom, Griffeth, Palich and Bracker, 1999. “Revisiting Met Expectations as a Reason Why Realistic Job Previews Work,” Personnel Psychology, 52, 97-112 Hulin, 1991. “Adaptation, Persistence and Commitment in Organizations” In Handbook of Industrial and Organizational Psychology Vol. 2 Eds. M.D. Dunnette and L.M. Hough, CA Consulting Psychologist Press, Inc.pp. 445-505 Jones, 1986. "Socialization Tactics, Self-efficacy, and Newcomers' Adjustments to Organizations,“ Academy of Management Journal 29: 262-279 Kaufman, 1974. "Relationship of Early Challenge to Job Performance, Professional Contribution, and Competence of Engineers," Journal of Applied Psychology 59 : 377-379 Kennedy, David, and Florence Berger, 1994. "Newcomer Socialization: Oriented to Facts or Feelings?" The Cornell HRA Quarterly (Dec.): 58-71 King and Sethi, 1992. “Socialization of Professionals in High-Technology Firms,” Journal of High technology Management Research 3 147-168 Louis, 1980. “Surprise and Sensemaking: What Newcomers Experience in Entering Unfamiliar Settings,” Administrative Science Quarterly 24:226-251 Maule Chesnutt, Barb, and Bridget Everhart, 2007. "Meeting the Needs of Graduate Nurses in Critical Care Orientation: Staged Orientation Program in Surgical Intensive Care," Critical Care Nurse (June) McEvoy and Cascio, 1985. "Strategies for Reducing Employee Turnover: A Meta-Analysis,” Journal of Applied Psychology 70: 342-353 Mignerey, Rubin and Gorden, 1995. "Organizational Entry: An Investigation of Newcomer Communication Behavior and Uncertainty,” Communication Research 22: 54-85 Moreland, 1985. "Social Categorization and the Assimilation of 'New' Group Members,“ Journal of Personality and Social Psychology 48 1173-1190 O'Reilly and Caldwell, 1981. “The Commitment and Job Tenure of New Employees: Some Evidence of Postdecisional Justification,“ Administrative Science Quarterly 26: 597-616 Riordan, Self, Weatherly, and Vandenberg, 2001. “The Effects of Pre-entry Experiences and Socialization Tactics on Newcomer Attitudes and Turnover,” (statistical data included) Journal of Managerial Issues, v13 i2 p159 Rollag, Parise, Cross, 2005. “Getting New Hires Up to Speed Quickly: The Key to Making New Employees Productive Quickly, Known as ‘Rapid On-Boarding,’ is to Help Them Immediately



Build an Informational Network With Co-Workers,” MIT Sloan Management Review, v46 i2 p35(7) Saks and Ashforth, 1997. “A Longitudinal Investigation of the Relationship Between Job Information Sources, Applicant Perceptions of Fit, and Work Outcomes,” Personnel Psychology 50: 395-426 Schettler, 2002. “Welcome to ACME Inc,” Training v39 i8 p36(8) Starcke, 1996. “Building a Better Orientation Program,” HR Magazine v41 n11 p107(6) Stevens, 1999. “Communicating Ethical Values: a Study of Employee Perceptions,” Journal of Business Ethics v20 i2 p113(8) Sutton, Gigi, and Mark Griffin, 2004. "Integrating Expectations, Experiences and Psychological Contract Violations: A Longitudinal Study of New Professionals," Journal of Occupational and Organizational Psychology 77: 493-514 Tapis, Gregory, and Jeanne Haser-Lafond, 2008. "The Waterfront Complex: How Current Employees Can Make Things Difficult for New Hires," Strategic Finance (June): 55-61 Taylor Arnold, Jennifer, 2009. "Gaming Technology Used to Orient New Hires," HR Trendbook Thompson, Curt M, 1991. Employee Orientation: a Dynamic Regenerative Model Incorporating Organizational Needs and Human Diversity Wanous, 1992. Organizational Entry: Recruitment Selection, Orientation and Socialization of Newcomers 2nd ed. Reading, MA: Addison- Wesley Wanous and Collella, 1989. “Organizational Entry Research: Current Status and Future Directions,” Research in Personnel and Human Resources Management, 17, 59-120 Wanous and Reichers, 2000. “New Employee Orientation Programs,” Human Resource Management Review, 10, 435-451 Zahrly, 1989. “The Differential Effects of Organizational Induction Process on Early Work Role Development,” Journal of Organizational Behavior 10:59-79 Zielinski, Dave, 2010. "Training Games: Simulations Teach Employees under Real-life Conditions--without Real-world Consequences," HRMagazine 1 (Mar): 64-66.

About Integral Talent Systems, Inc.



Integral Talent Systems, Inc. (ITS), based in Mountain View, California, is a global technology enabled talent management consulting firm, helping organizations develop a systematic approach and processes for attracting, developing, engaging and retaining their top talent.

We develop research-based educational workshops, surveys and assessments targeted as interventions along the employee lifecycle. These include how to attract, recruit, select, develop, and transition talent to management, all the way to the eventual management of the departure of the employee, with an outsourced exit interviewing system and knowledge transfer processes. Since 1992, ITS has been retained by 120 of the Fortune 500 to provide products and services that assist them in attracting and keeping the best talent available in their respective workforces.

ITS is dedicated to providing guidance for clients that desire to create “employer of choice” environments. ITS provides this guidance by continually staying abreast of current workforce trends through our in-house research department. ITS’ industrial/organizational psychologists conduct independent research based on applied data on employee engagement and retention. In 1995, ITS was the first consulting firm to conduct a definitive study on the central relationship between the manager, employee tenure and engagement.

ITS has data from over 20,000 managers and 60,000 employees across many industries on workplace preferences and factors that drive employee engagement. ITS on-line assessments are valuable measurement tools that support engagement initiatives both organizationally and individually. The assessment tools are developed through a rigorous process of research, testing, and data analysis to ensure their reliability and validity as well as their connection to real-world improvements in employee commitment, engagement and productivity.

In addition to a host of programs, tools and services targeted to optimizing employee engagement along the specific phases of the employee lifecycle, ITS offers consulting services to design, develop and implement targeted initiatives that are customized to fit the client’s organizational culture and support our client’s specific goals and initiatives.

ITS has five major lines of business:

n On-line survey and assessment services

n Off-the-shelf training workshops

n Monthly Talent Management audio conferences

n Custom development of learning products

n Consulting and coaching services



ITS Product & Service Offerings

n Employment Branding: structured branding process that ensures a company’s ability to attract and recruit the targeted talent pool.

n Attracting Top Talent™: an educational workshop designed to increase participants’ ability to recruit and retain high-quality, productive employees.

n Orienting Top Talent: design and development services new employee orientation & assimilation for companies that want to leverage the employee’s first 90 days of employment to ensure a fast start and early commitment to the company. ITS designs and develops online and mobile games to support onboarding programs.

n Me & Company™: a one day workshop acquainting new college graduates with what the company needs and expects from them, and how to navigate in a professional business environment.

n Employee Engagement SurveyTM: a predictive, online assessment tool which rates the effectiveness and importance of the relevant factors that affect engagement & turnover.

n Transition to Management™: an educational workshop that provides new managers with a quick start, including the “Should I Be a Manager?” assessment on how to effectively manage their new team and responsibilities.

n Leadership Assessment: an assessment tool designed to provide a 360 degree view of the leader’s competence based on the client company’s own leadership attributes.

n Succession Planning: models and processes for identifying, measuring and developing key talent to take on key roles in the client organization.

n Career Development: Developing Talent™ workshop for managers to become more effective at nurturing careers on their teams, Navigating the Future™ workshop for employee to take effective ownerhip of their career plans and Career Coaching Certification for internal career coaching resources..

n Retaining Top Talent™: a strategic planning session enabling managers to reduce attrition by devising a specific action plan to implement with their direct reports; includes ITS’ proprietary Retention Assessment Profile™ and follow-up retention coaching.

n Engagement Leadership: a workshop that ensures employees and their managers develop “engagement behaviors” in the workplace.

n Partnering for Success™: the individual contributor counterpart to Retaining Top Talent. Participants identify the retention-related factors that are most motivating to them and create a specific action plan to implement with their manager.

n Knowledge Management Services: Tools and workshops for to assure the transition of knowledge from exiting employees to new workers. Includes the Retirement Transition Workshop.

n OutTakes™ Exit Interviewing Service: an ongoing on-line measurement tool designed to capture the underlying reasons why employees leave your organization.

its onboardinghandouts 040413 - coaching | bpi · 13/04/2004 · webinar handout april 4, 2013 dr....

Documents