Employee Onboarding · Poor Onboarding has real financial costs. 1SHERM: Onboarding New Employees Maximizing Success 2011; CAP Study Nov 2012 2Mellon Financial Corporation Study 2005

Employee Onboarding

Presented by

Susan Ward, PhD

Human Resources Association of Central Connecticut

February 27, 2014

www.theAMIsolution.com 2

Tonight’s Discussion

• Why invest in Onboarding

• Onboarding vs. Orientation

• What to consider for effective Onboarding

• Success factors

• Components from AMI Onboarding work

• Q&A

Q


• How many have Onboarding programs at

their company?

– Is your program run by HR?

– How is Onboarding perceived in your

organization?

Introduction


Perspective

How you onboard people

will help set you both up for

a great relationship.


Why invest in Onboarding?


Poor Onboarding has a negative impact

on Engagement.

Productivity2

Time to proficiency 4 to 26 weeks

Retention3

22% of staff turnover occurs within first 45 days

Discretionary Effort1

7 out of 10 workers are not engaged

1State of the American Workforce, Gallup 2013 3Wynhurst Group, 2007 2MIT Sloan Management Review, Winter 2005


Poor Onboarding has real financial costs.

1SHERM: Onboarding New Employees Maximizing Success 2011; CAP Study Nov 2012 2Mellon Financial Corporation Study 2005

Cost of Lost Productivity2

(due to new hire and transfer learning curves)

1 – 2 ½% of total revenue

Cost of Turnover1

½ to 2x an employee’s annual salary

Effective Onboarding has a real positive

impact.


Retention2

Participants of structured Onboarding programs

were 58% more likely to be with an organization

after 3 years

Productivity1

Effectively Onboarding new employees can

improve job performance by up to 11%

1Corporate Executive Board Recruiting Roundtable Survey 2005 2Wynhurst Group 2007

Effective Onboarding has a real positive

impact on the business.


Business Metrics1

Onboarding can improve

Customer Retention by 12-16% and

Revenue per FTE by 9-17%

1Aberdeen: Onboarding 2013: A New Look at New Hires Q:E


What’s your experience?

At your table, talk with your neighbor to

describe an Onboarding

disaster that you’ve experienced

OR

a great experience

What contributed to it?

Q


What are the differences between

Orientation and Onboarding?

Characteristics of

Orientation Programs


Characteristics of Orientation Programs

Occurs on employee’s

1st day or 1st week

Several hours to

1 or 2 days

One time event Focuses on New hires

Addresses important

paperwork Usually run by HR


What are the differences between

Orientation and Onboarding?

Characteristics of

Orientation Programs

Characteristics of

Onboarding

Programs


Characteristics of Onboarding Programs

Starts before employee’s

first day 90 days – 1 year

Fully integrates the

employee in the

organization and role

Designed to engage and

motivate

Maintains continuity and

culture

Success requires a

collaborative effort


Orientation vs. Onboarding

Orientation Onboarding

Transactional

Legal and Accounting

• W2 and legal forms

• Employment contract

• Direct deposit

Company Security

Regulatory Requirements

• Safety videos

• Training dates

Human Resources

• Benefits

Relational

Role relevance

Expectations

Partnering

Performance

objectives

Goals

Networking

“How to”

Coaching

Support

Company information

• Vision

• History

• Who’s who

Company resources

Logistics

• Office/cubicle

• Computer

• Phones/voicemail

Onboarding helps a New Colleague learn

key aspects of the organization.


Business orientation

Expectations alignment

Political Landscape

Cultural adaptation

M. Watkins 2010

Purpose of an Onboarding Program


A way to manage transitions for new hires

and transferring colleagues.

Good stewardship of your investment in a

new colleague.

Maximize cultural fit with the business

objectives and values.


A person’s ability to integrate into an

organization says more about the

culture than about the individual.


Developing an Onboarding

Program


What are your goals for the Onboarding

program?

SCOPE

• Organization

• Department

• Role

ROLL-OUT • New program or redesign?

• Use of technology? Existing systems?

OBJECTIVES

• Align with culture and business strategy

• Engagement and Retention

• Productivity

• Learning and Development


Identify the project parameters you have

to work within.

• Budget

• Timing

• Resources (internal vs. external)

• Program ownership

• Business sponsorship/alignment

• Stakeholder support

• Other….

Q


Who do you think should have a

formal role in Onboarding a new

hire or a transferred colleague?

Question


Onboarding requires collaboration and

the New Colleague is the main driver.

New

Colleague

Administrative

Assistant Onboarding

Partner

Hiring

Manager

Human

Resources


Decide what components to include.

DATA GATHERING

• Interviews

• Surveys

• Focus groups

INVESTIGATION

• External:

• Websites, programs,

documentation

• Vendors


Depending on your goals, decide what

content areas to include, such as …

• Vision, Mission and Values

• Business Objectives

• Short-term Goals/Milestones

• Professional Development

• Cultural components

• Organization, Roles and Responsibilities

• Resources

• Relationships and Networking

• Regulatory Requirements/Training

Q


What factors are required

successfully develop or

implement an

Onboarding program?

Question


Examples of Overall Success Factors

• Organizational commitment

• Business alignment

• Include the relationship as well as the tactical

• Quality and relevant content: maintain process

• Marketing and Communications

• Follow Up: – Ensure usage

– Elicit feedback

– Measurement


The AMI Solution

Onboarding Program Experience


Components from AMI Onboarding

programs:

• Roadmap or schedules

• Check lists

• Easy-to-reference information

• Step by step processes

• Relationship map

• Learning log

• Other: specific tools based on client goals


Questions?


Thank you!

Susan Ward

[email protected]

Documents

Employee Onboarding · Poor Onboarding has real financial costs. 1SHERM: Onboarding New Employees Maximizing Success 2011; CAP Study Nov 2012 2Mellon Financial Corporation Study 2005