building a world-class onboarding programthe first 90 days p 1 2 3 14 30 60 90 90 day review, tea m...
TRANSCRIPT
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Building a World-Class Onboarding Program
The First Day
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Olinger Group New Hire Survey
1 in 5 had no desk
1 in 4 had to wait for a computer
1 in 3 didn’t have their email setup
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OnboardingThe process by which new hires get adjusted to the social
and performance aspects of their jobs quickly and smoothly, and learn the new attitudes, knowledge, skills, and behaviors
required to function effectively within an organization.
A strategic system to decrease staff turnover by increasing staff engagement.
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30%22%
Percentage of employees still with the same company after two years
Percentage of turnover that occurs in the first 45 days
Average number of jobs held in a lifetime
15
C tl 11
15Projected
6Two generations ago
Currently 11
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86%
86% of new hires decide whether to stay or leave an organization within the first 6 months
Satisfied employeesSatisfied employeesversus
Engaged employees
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Fact: Monetary compensation is the driving force for lower turnover and higher
employee engagement.
“There is a mismatch between whatThere is a mismatch between what science knows and what business does”
– Dan PinkDan Pink
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Satisfied employees are a product of extrinsicmotivationmotivation
Engaged employees are a product of intrinsic motivationintrinsic motivation
Successful onboarding is all about decreasing the time it takes to engagenew employees, enabling them to reach their performance potential as quickly as possible.
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Consumption Production6.2 Months
Benefits of engagement
Increased employee moraleIncreased employee morale
Decreased turnover
Employees work harder and are more productive
Employees are less concerned about payEmployees are less concerned about pay
Fewer employee management issues
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>
8 Onboarding Tips
>
Give new employees the tools they need to accomplish the job and make sure they are ready to go on day one.
Tip No 1
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Clarify the company culture.
Tip No 2
The First 90 Days
901P 90
90 day review, team
1Prepare for arrival,start new
hire pape m celebration
send welcom
e kit,erw
ork.
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Make time for fun, especially during the first day.
Tip No 3
Set aside time for new employees and give them your undivided attention.
Tip No 4
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Accurately represent the company and the position to new employees.
Tip No 5
Introduce employees to coworkers and key staff members. Explain how their roles will interact in the future.
Tip No 6
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Importance of friendship at work
Has a best friend at work Lacks a best friend at work
35%
51%
35%
60%
75%
Would recommend their company
Plan to be with their company one year from now
10%
18%
51%
35%
Are engaged employees
Are content with their pay
Gallup, Inc., Q12
Provide detailed objectives, responsibilities, and expectations.
Tip No 7
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$37,000,000,000
Establish a follow‐up plan for all new employees.
Tip No 8
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The First 90 Days
901P 2 3 14 30 60 90
90 day review, team
1
Co worker m
eet ancom
pany overview,
review/goals
Prepare for arrival,start new
hire pape
Skills assessment,
shadow visits, en d
Owner intro, com
p
Two w
eek follow u
30
30 day follow up
60
60 day follow up
m celebration
nd greet, tour, basic w, onboarding plan
send welcom
e kit,erw
ork.
assign mentor,
d of day call
pany mission
up
World‐class onboarding programs draw on the company culture to provide a unique and memorableexperience.p
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“Stop, collaborate,and listen”
– Vanilla Ice
Decrease in one year turnover
23%
30 months
9%
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A world‐class onboarding program requiressupport from managers
“What gets measured getsmeasured, gets managed”
‐Peter Drucker
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First Step: Establish a BaselineWithout a baseline there is no measurement of success
HR KPITurnover ratesTurnover costsEmployee engagementRevenue per FTERevenue per FTETenure
Measurement tools
Gallup Q12
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Measurement tools
Exit Interview
Reasons for Leaving
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Key HR Metrics Scoreboard
18%29%
Engagement
12.5%4.3%
Turnover
53%
Actively disengaged Not Engaged Engaged
83.2%
Voluntary Turnover Involuntary Turnover
“Business and human endeavors are systems…we tend to focus on snapshots of isolated parts of thetend to focus on snapshots of isolated parts of the system and wonder why our deepest problems never get solved.”
‐Peter Senge
