business case for beyondboarding

8/18/2019 Business Case for Beyondboarding

1/15

Business Case forbeyondboarding™(pre-boarding • onboarding • post-boarding)


2/15

"Layos, cutbacks and stress

inicted on empoyees in t!eeconomic donturn !a#e eft many oft!em discontented and disengaged$

%s t!is pent-up frustration isreeased, t!e impact on businesses,t!eir ork forces and t!eir customers

i be pronounced$"

- &on 'icout, e ork *imes" Turnover Storm"

http://www.nytimes.com/2010/10/17/jobs/17pre.html?_r=2http://www.nytimes.com/2010/10/17/jobs/17pre.html?_r=2


3/15

+i#en *!e Landscape

o .o ou /nsure our0rgani1ation $$$

• Efectively integrates acquired and hiredemployees and builds engagement?

• Attracts the right talent with the right skillsin the right locations at the right times?

• !etains top talent in a globally competitivetalent market?


4/15

Companies must respondto t!ese c!aenges it!

inno#ati#e sourcing,recruitment,

onboarding and

de#eopment programs


5/15

.id ou 2no• anpower#s $%&% Talent Shortage Survey said '&

percent o( employers worldwide have di)culty *llingpositions due to the lack o( suitable talent available intheir markets an increase o( & percent over last year#ssurvey+ The immediate problem is not the number o(potential candidates , it is a talent mismatch+ Thereare too (ew su)ciently skilled people in the rightplaces at the right times+

• Employers are seeking more speci*c skill sets andcombination o( skills and it#s not ust technicalcapabilities alone+ .t#s a combination o( critical thinking

skills or other qualities that will help drive thecompany (orward+ /anpower#s $%&% Talent Shortage Survey0

• 1ey talent *ndings (rom 2w3#s &4th Annual5lobal 3E6 Survey show that talent is the top priority

Current Landscape

http://files.shareholder.com/downloads/MAN/1080674543x0x418985/9c19d66c-bb91-4c20-bb71-e6f1a9387a27/key_findings_hi.pdfhttp://files.shareholder.com/downloads/MAN/1080674543x0x418985/9c19d66c-bb91-4c20-bb71-e6f1a9387a27/key_findings_hi.pdfhttp://www.pwc.com/ceosurveyhttp://www.pwc.com/ceosurveyhttp://files.shareholder.com/downloads/MAN/1080674543x0x418985/9c19d66c-bb91-4c20-bb71-e6f1a9387a27/key_findings_hi.pdfhttp://files.shareholder.com/downloads/MAN/1080674543x0x418985/9c19d66c-bb91-4c20-bb71-e6f1a9387a27/key_findings_hi.pdf


6/15

• 34 percent o( new hires lack the institutional knowledge required to getup to speed quickly and become efective on the ob within their *rst 7%days+ /88. 9hite 2aper0

• :early 56 percent o( new employees consider quitting a(ter the *rstday because o( a poor initial e;perience+ / Taleo< &% Talent anagement =est 2ractices (or $%&&0

• ore than 78 percent o( employee turnover occurs in the *rst 4> days+/9ynhurst 5roup an Arlington irginia based @uman !esources *rm )

• :ew employees who went through a structured onboarding programwere 63 percent more likely to be with the organiation a(ter threeyears+ /9ynhurst 5roup an Arlington irginia based @uman !esources*rm )

• Some 79 percent o( employees deemed "high potential" said they planto leave within the year+ That rate o( dissatis(action is rising"precipitously" as the economy stabilies says Bean artin e;ecutivedirector o( the 3E=#s 3orporate Ceadership 3ouncil up (rom ust &%percent in $%%D and increasing at twice the rate o( the generalemployee population+ /@ow To 1eep our Star Employees0

%nd Consider *!is

Current Landscape

http://www.ddiworld.com/DDIWorld/media/white-papers/strongstarttojobsuccess_wp_ddi.pdf?ext=.pdfhttp://www.wowtransformations.com/C:/Users/Nettie/Documents/_NN%20Business/7%20WOW/2011%20Strategy/10%20Talent%20Management%20Best%20Practiceshttp://www.wowtransformations.com/C:/Users/Nettie/Documents/_NN%20Business/7%20WOW/2011%20Strategy/10%20Talent%20Management%20Best%20Practiceshttp://www.thedailyrecruiter.com/the-daily-recruiter-blog/how-to-keep-your-star-employees.htmlhttp://www.thedailyrecruiter.com/the-daily-recruiter-blog/how-to-keep-your-star-employees.htmlhttp://www.wowtransformations.com/C:/Users/Nettie/Documents/_NN%20Business/7%20WOW/2011%20Strategy/10%20Talent%20Management%20Best%20Practiceshttp://www.wowtransformations.com/C:/Users/Nettie/Documents/_NN%20Business/7%20WOW/2011%20Strategy/10%20Talent%20Management%20Best%20Practiceshttp://www.ddiworld.com/DDIWorld/media/white-papers/strongstarttojobsuccess_wp_ddi.pdf?ext=.pdf


7/15

*!e soution

beyondboardi

ng™


8/15

:!at is beyondboarding™;

• A talent development approachthat goes beyond orientationand takes a strategic and long-term approach to employee and

organiational growth anddevelopment+

• .t gives companies the tools andprocesses to develop valuable

employees that can grow withthe organiation+

• .tFs three-phased initiative totalent management and


9/15

?:!y beyondboarding™;

6rganiations today must create a companyculture that nurtures employees throughout theircareer with them+

This begins with an understanding o( what#s

needed when selecting new talent and continuesthrough the hiring process and (or the duration o(the employees# service tothe company+

• .t provides companies who are (acing competitivechallenges with innovative recruitment retention anddevelopment programs+

• .t helps create talent ambassadors among employees to


10/15

The *rst phase o(beyondboardingG+

.ncorporates talentacquisition andsta)ng as well asassessing or

creating a globalmobility /globilityG0strategy+

're-boarding

0nboarding 'ost-boarding

The third phaseo(beyondboardingG

Takes over oncethe (ormal

onboardingprocess iscomplete

and includesinnovative

The second phaseo(beyondboardingG+

Starts once anindividual accepts

the ob ofer ornew assignmentand continuesthroughthe *rst year o(

beyondboarding™Components


11/15

beyondboarding™


12/15

beyondboarding™=% Best-in-Cass 'rocess

• =egins during the acquisition and sta)ngprocess and incorporates mobility and talentplanning

• .mproves employee retention satis(action andproductivity

• 8ecreases time to productivity

• 2rovides simple tools that are He;ible and easyto use

• Ensures a new hireFs *rst 7%I days areproductive efective and motivating

y s eyon oar ng


13/15

y s eyon oar ngCritica for our

0rgani1ation;• 2rovides a strategic integration process (orimmersion into your business and culture

• 3learly translates the value proposition andour attractiveness as an employer

• @elps attract retain and develop new talentwhile inspiring e;isting employees

• Strategically integrates new hires quickly and

efectively into the organiation reducing timeto productivity

• Enables your organiation to be recognied asa global JEmployer o( 3hoiceK


14/15

E N

E

F

I

T

S

>eap t!e Bene?tsof beyondboarding™

're-boarding

0nboarding 'ost-boarding

0rgani1ations t!at integratebeyondboarding™ reai1e a cuture of=

• attraction

• engagement• learning and development• inclusion• empowerment• community


15/15

*o earn more about c!anging yourcuture it!

beyondboarding™

Contact= :0:@ transformations infoAotransformations$com

$otransformations$com
mailto:[email protected]://www.wowtransformations.com/contact.phphttp://www.wowtransformations.com/contact.phpmailto:[email protected]