rusdens onboarding

8/6/2019 Rusdens onboarding

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Rusdens

[EMPLOYEE ONBOARDING]

How to ensure your new employees reach their full potential



Why onboarding?

It is widely acknowledged that in today’s service economy a company’s

people are often its most important asset. This is especially evident during

the hiring process where a great deal of time and money is spent identifying

and recruiting the ideal candidate.

Unfortunately this often fails to carry through to the weeks and months

following the start of a new hire. During this period, employees have to

master a number of areas including identifying the key knowledge, skills and

abilities needed to perform their new role, establishing successful personal

relationships and understanding the company’s principles, history and

collective identity.

To assist new employees through this period many organizations offer a

structured onboarding process. When successful onboarding can reduce

employee turnover, maintain employees engagement and improve time to

productivity.

How onboarding increases engagement and re duced time to

productivity.

Recent studies have revealed that employees who attended a structuredorientation program were 69% more likely to remain with the company after

three years than those who did not go through the same program.

Another study conducted at Texas Instruments showed that employees

whose orientation process was carefully attended reached “full productivity”

two months earlier than those whose orientation process was not.

Despite the clearly identified benefits of onboarding the majority of programs are still ineffective. Organisations either try to cram too much

information into an afternoon’s formal presentation. Additionally companies

often fail to present the bigger picture, highlighting where the new

employees work contributes to the overall success of the company.



Only 30% of

executives were

satisfied with

their employers onboarding

process for new

hires

Why most onboarding is unsuccessful

A recent study carried out by Korn/Ferry found that only 30% of global

executives contacted were satisfied with their employer’s onboarding process

for new hires. 38% rated the employer’s process as only average, 22%

called it below average and 10% said it was poor. In a separate survey of more than 100 senior executives only 39% were satisfied with their

organizations’ efforts to integrate them.

To help ensure your new hires achieve their full potential we have developed

a six month outsourced program covering the following areas.

The most

successful careers

develop where an

individual’s

strengths, skills

and values are

directly in line

with the aims and

values of her

company ....

Stage 1: Individual ProfileStarting from a position of strength.

Starting a new job is a moment of great opportunity. New employees bring a

renewed drive and enthusiasm to a role as well as a different way at looking

at the issues and activities involved. Studies have shown that the most

successful roles develop where an individual’s strengths, skills and values

are directly in line with the aims and values of their organization.

The onboarding program starts provides a range of tools and techniques to

enable your new hires to review their experiences, studies and interest

throughout their career as well as their aims, strengths and values. This is

followed by a tailored psychological profiling tool, which leads into a

discussion around different personality types in the work place.

Stage 2: Corporate ProfileUnderstanding the new organization.

Equally important to the individual profile is an understanding of the

organization. Only by gaining a real insight of the company’s goals, values

and mission can an individual understand where they sit within the

organization and how they can truly add value.



As with individual profiling there are a number of well established

methodologies available to indentify and analyse a company’s business

model.

Our approach is built around the business strategy canvas developed by

Alexander Osterwalder. Osterwalder’s model, which builds on the ground

breaking work of Kaplan & Norton’s balanced score card, identifies nine

inter-connected building blocks which define the company’s value

proposition, customer interface and internal business perspective.

The onboarding course provides a roadmap through each of these nine

blocks with key range of tools and techniques explained for each step.

Stage 3: StrategyIdentifying true needs

Having developed a clear overview of both their individual strengths and the

organizations’ mission, your new hires are now in a position to identify

opportunities to add maximum value in their role.

At the beginning of any new job it is natural to have a picture in your head

about how everything will unfold. However, the reality is that often

unanticipated problems and opportunities arise. When this happens exposing

and solving the fundamental issues - the true need – will pay greater returns

in the long run.

Participants are provided with a range of tools to help identify value add

opportunities and how to consolidate and prioritise these opportunities toprovided a structured, strategic approach to developing their new role.



Stage 4: ExecutionGetting it all done

Having identified the opportunities to add greatest strategic value it is now

that your employees face their biggest challenger– execution.

If strategy deals with the long term objectives, execution focuses on the

present, emphasizing taking action to carry out the strategy, such as meeting

expectations, satisfying demand and improving efficiencies.

Participants are introduced to the concept of the weekly review. This

provides a framework for aligning short-term tasks with the wider strategy.

In addition a number of time management tools are outlined which when

used in conjunction with the weekly review ensure tasks are performed in astructured and disciplined manner.

Stage 5: CommunicationThe key to effective execution

Perhaps the most important element of executing short term goals is

communicating with colleagues, suppliers and customers. No matter how

effective your new hires are at learning and visioning, they will ultimately

fail to achieve their goals if they are unable to muster a critical mass of

support for their initiatives.

Participants are introduced to David Maister’s five-step framework effective

communication. For each stage we outline the key objectives and skills

required. We also consider some of the main barriers to effective

communication and provide

We also discuss Robert Caldini’s work on persuasion and the basic

tendencies of human behavior which need to be considered in any

negotiation process.



Stage 6: Feedback loopsClosing the circle

Finally we consider the steps needed to ensure that the momentum achieved

in the first five months is continued into the future and is infused into the rest

of the company.

We look at the work of behavioral psychologist such as Dan Ariely and

consider how an understanding of human biases can be used to avoid

projects being derailed.

We also look at the role of feedback loops and the important role they play in

developing ongoing momentum.

Next stepsIs this for you?

This comprehensive approach to managing your new hires introduction to

the company will not suit every role. For a free consultation and review of

your existing onboarding process please visit www.rusdens.com

P.S. First month free

For a limited period we are offering new customers one

month free when they sign up for a complete onboarding

program.

rusdens onboarding

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