effective onboarding in the workplace
TRANSCRIPT
Introductions
Introduction questions:
Name and title
Department and time with the department/organization
What is your next dream vacation destination?
7out of 10 workers admit that they search
for jobs as part of their “regular routine” and
35% say that they say that they start
searching for a new job within weeks of starting a new position.
Ineffective Onboarding Leaves Gaps
Source: CareerBuilder 2012 study of more than 5,500 job seekers and 2,700 recruiters in North American & Canada
Learning Objectives
By the close of this session, learners will be able to:
Describe the characteristics of new hire orientation and the onboarding
process.
List the benefits of an onboarding process.
Describe a leader’s role and responsibility in the onboarding process.
Describe the benefits of an Onboarding Partner program.
Develop an action plan for implementing the onboarding process within
your department.
Workshop Outline
MODULE 1
MODULE 2
MODULE 3
MODULE 4
MODULE 5
Characteristics of New Hire Orientation and Onboarding
Benefits of the Onboarding Process
Leader’s Role and Responsibility in the Onboarding Process
Benefits of an Onboarding Partner
Action Plan to the Implementing an Onboarding Process
Activity#1
MODULE 1
Recall your onboarding and new hire orientation experience at a company.
Question: Based on your experience, what is the difference between new hire orientation and an onboarding process?
Category New Hire Orientation Onboarding
Timing 1 day event Ongoing systematic process; extends beyond a day
Message (goals) Focus on administrative issues Fosters a feeling of belonging
Results (outcomes)Complete administrative documentation
Knowledge of policies and procedures
Helps build open communication Employer Employee
Speeds time-to productivity
Supports retention, engagement, and employee satisfaction
MODULE 2 MODULE 3 MODULE 4 MODULE 5 RESOURCES
Onboarding Overview
MODULE 1 MODULE 2 MODULE 3 MODULE 4 MODULE 5 RESOURCES
Onboarding: is the process through which new employees acquire the necessary knowledge, skills, and behaviors to do their jobs effectively.
Involves integrating new hires into the organization and preparing them to succeed at their job.
Designed to ensure that the new hire embodies the desired organizational culture and vision.
Promotes beneficial and positive connections before and after employment begins.
Differences between Onboarding and New Hire Orientation
MODULE 1
Systematic ongoing process Single learning event
MODULE 2 MODULE 3 MODULE 4 MODULE 5 RESOURCES
© iCIMS, Inc.
How Long Does It Take An Employee to Decide to Stay or Leave?
22% of NEW HIRES DO NOT
RETURN AFTER 45 DAYS OF
EMPLOYMENT
ON AVERAGE IT ONLY TAKES
AN EMPLOYEE 21 DAYS TO KNOW IF THEY FEEL AT
HOME
70% OF NEW HIRES MAKE THE
DECISION TO STAY/LEAVE IN THE
FIRST 6-MONTHS
7 OUT OF 10 EMPLOYEES ARE NOT
ENGAGED
SOLUTION:58% OF EEs THAT EXPERIENCE
A STRUCTURED ONBOARDING PROCESS ARE LIKELY TO STAY AFTER 3 YEARS
Activity #2
List 1 benefit of the onboarding process for leaders and new hires for the three categories below:
MODULE 2 MODULE 3 MODULE 4 MODULE 5 RESOURCESMODULE 1
Category New Hire Leader
Turnover/RetentionNew hire is confident about the decision to join
the organization and stays
Leader keeps new hire and reduces financial
loss, moral of team remains high
EngagementEmployee feels a part of the team and is
committed to work
Leader has a cohesive team where all members
are committed and motivated to perform
Time to productivityEmployee is better equipped to perform job
duties
Leader can meet departmental goals when
employee is productive
Category New Hire Leader
Turnover/Retention
Engagement
Time to productivity
• Effective onboarding connects new hires to PHN’s vision and mission more quickly and with more enthusiasm
Increased Mission & Vision
• New hires feel connected to team members more quickly which enhances employee engagement.
Team Engagement
• New employees experience faster learning curves, which results in the new hire mastery of performance competencies more quickly.
Faster Learning Curve
• The process greatly reduces voluntary turnover rates and vastly improves the success of the recruiting process.
Benefits of the Onboarding Process
Reduced Employee Turnover
• It results in higher employee on-the-job satisfaction and long-term retention.
Higher Retention Rates
• It enhances managers and coworkers capacity to promote team cohesion and build high performance teams.
Strong Team Cohesion
• It increases new hire commitment to perform tasks and responsibilities proficiently.
Increased Productivity
Benefits of the Onboarding Process
1
2
3
4
*Module 4 outlines the Onboarding
Partner.
*Module 5 we provide a checklist of
specific tasks to achieve these
objectives
Tips & Resources
Activity #3
Brainstorm objectives that leaders should complete during the onboarding process.
Establish clear understanding of
departmental/organizational goals
Clarify role and expectations; identify what success looks like
Provide challenges and development opportunities to for a
productive career early on
Introduce key contacts, peers, and assign an Onboarding
Partner
5 Establish a clear sense of belonging
6Consistently provide feedback and perform scheduled
check-ins
Activity #4
Brainstorm the benefits an onboarding partner provides to a leader, new hire, and partner.
MODULE 2 MODULE 3 MODULE 4 MODULE 5 RESOURCESMODULE 1
Category Benefits
Leader Provides a support to the leader to assist new hire with general questions when unavailable..
New Hire A peer ask those questions one believes is a “stupid question” without the sense of shame.
Onboarding Partner
An opportunity to give back to the organization and step into a leadership role.
An opportunity to support team cohesion by assisting in assimilating a new hire to the team and
organization.
Category Benefits
Leader
New Hire
Onboarding Partner
The Onboarding Partner Program matches new hires with an experienced staff member(s) for their first few months of employment.
CONTACT
Provide the new hire with a point of contact for general inquiries
RELATIONSHIP
Foster a comfortable relationship with team and peers
CULTURE
Partner with someone who is familiar with the organizational culture, norms, and expectations
MODULE 1 MODULE 2 MODULE 5 RESOURCESMODULE 3 MODULE 4
Onboarding Partner Selection
MODULE 4Module 4
Selecting a Partner
When selecting an onboarding partner, the ideal candidate should: Demonstrate high performance; be a positive role
model Be a peer (not the supervisor) Have a professional presence and demeanor Possess excellent communication and interpersonal
skills Demonstrate a commitment to PHN’s vision and mission Be an effective source of advice and encouragement Have been employed more than one year (preferably) Be familiar with the new hire’s role and responsibilities
MODULE 1 MODULE 2 MODULE 5 RESOURCESMODULE 3
Leader’s Responsibility
• Ensure the Onboarding Partner has time to be accessible to the new employee
• Provide the Onboarding Partner with the tools needed to be effective (e.g., skills in coaching, feedback, communication)
• Monitor the Onboarding Partner – employee relationship and evaluate program
MODULE 4MODULE 1 MODULE 2 MODULE 5 RESOURCESMODULE 3
MODULE 4Module 4
General advice
Encouragement
Positive attitude
Honest feedback
Clear and concise information
Help in understanding the culture of PHN
Knowledge of where to locate information
Assistance in building networks and gain insight
Establishment of the best form of communication - email, telephone, in-person
MODULE 1 MODULE 2 MODULE 5 RESOURCESMODULE 3
What a New Hire Expects from the Onboarding Partner:
Activity #5
Use the blank checklist to develop the tasks you need to complete during the onboarding period for new
hires in your department:
MODULE 3 MODULE 4 MODULE 5 RESOURCESMODULE 1 MODULE 2
Pre-Employment
Day 1
Week 1
30-Day
60-Day
90-Day
MODULE 3 RESOURCES
RESOURCES
RESOURCESMODULE 1 MODULE 2 MODULE 3 MODULE 4 MODULE 5
Onboarding Guide for Leaders
Onboarding Partner Guideline
Leader’s Onboarding Checklist
Contact Education & Training
Onboarding Survey Results 2016
Onboarding Case Study
Access these resources directly from the Watercooler intranet
References
Booz Allen Hamilton (2008). Getting On Board; a Model for Integrating and Engagement New Employees. Booz Allen Hamilton.
StaffingAdvisors.com, Get ‘Em Started Right: Enhancing Performance and Retention through Effective Onboarding. http://www.govexec.com/excellence/2012/09/five-guidelines-effective-government-training/57836/
Four Keys to Effective Onboarding. Nov/Dec 2011., Healthcare Executive., Vol. 26. Issue 6, p44-44. 1p.