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Information provided in the Seminar (and all associated materials) entitled “Onboarding Your New Hires” has been researched and reviewed by the HR experts at OperationsInc. The information in this presentation is in part gathered via information available in the public domain, as well as in part the original, copyrighted work of OperationsInc and is protected under U.S. copyright laws. As such, you may not reprint or publish in any format any portion of this presentation without the express permission of OperationsInc. OperationsInc provides the information in this presentation. The information provided herein should not be used as a substitute for consultation with professional human resources, legal, or other competent advisers. Before making any decision or taking any action, you should consult a professional adviser who has been provided
with all pertinent facts relevant to your particular situation.
1
Onboarding Your New Hires
April 22, 2016
How to Set the Right Foundation
for New Employees
About OperationsInc
• Human Resources Outsourcing and Consulting firm,
established in 2001 (15+ years)
• Team of 40+ HR professionals who operate as an HR
department for hire, one hour at a time
• Recognized HR subject matter experts
• Support over 1,200 clients + over 8,000 subscribers to our bi-
weekly HR newsletter – The OperationsInc Navigator
2
OperationsInc – www.OperationsInc.com
Onboarding Your New Hires– Confidential. Reproducing this packet is not allowed without express written consent of OperationsInc, LLC.
The Issues and Concerns • “You never get a second chance
to make a first impression!”
• What happens from offer to day
90 directly impacts the likelihood
a new hire will stay or leave /
succeed or fail
• It’s important to match the
excitement and enthusiasm of the
moment with a professional,
organized, well thought out
process for onboarding a new
hire
3 Onboarding Your New Hires– Confidential. Reproducing this packet is not allowed without express written consent of OperationsInc, LLC.
Delivering the Offer
• Cover things verbally
AND then follow it up in
writing
• Communicate by
phone, noting that
documents are
forthcoming
4 Onboarding Your New Hires– Confidential. Reproducing this packet is not allowed without express written consent of OperationsInc, LLC.
Delivering the Offer (continued)
• Offer Letter • Outlines the terms and
conditions of employment in
clear, precise language
• At-will statement / Non-
contractual
• Employment Agreement • Used if you feel the need to
provide a contract
• Usually used for more senior
executives, key employees
5 Onboarding Your New Hires– Confidential. Reproducing this packet is not allowed without express written consent of OperationsInc, LLC.
From Offer Accepted to Day 1
of Employment
Goals
• Covering as much NOW as
possible vs. on the first day
will deliver your new hire to
their new manager more
quickly
• Eliminate need to call a
spouse to secure social
security numbers, doctor
names
6
Onboarding Your New Hires– Confidential. Reproducing this packet is not allowed without express written consent of OperationsInc, LLC.
From Offer Accepted to Day 1
of Employment (continued)
Goals
• Limits the chances of
chasing someone for
paperwork during their first
few days / weeks of
employment
• Makes the first day about
the new job, not the
paperwork associated with
the new job
7 Onboarding Your New Hires– Confidential. Reproducing this packet is not allowed without express written consent of OperationsInc, LLC.
From Offer Accepted to Day 1
of Employment (continued)
Steps to take
• Send all paperwork in advance
• Provide instructions on what is being sent, what to do with each
document
• If benefits start day one, send them that info too • Can provide overview info now for benefits that kick in on day 30 / 60
• Set up a time to talk BEFORE day one, even with the spouse, to answer
questions (email alternatively)
• Have the new hire bring whatever you sent them to their first day
COMPLETED to the extent they can
8 Onboarding Your New Hires– Confidential. Reproducing this packet is not allowed without express written consent of OperationsInc, LLC.
Additional Preparation for Day 1 The more the newly hired employee knows about what to expect, the better
they will handle their first day
• Provide a schedule in advance
• Where to report
• Who to ask for
• Timing for the day
• Helps to know when they will actually be joining their new department
• Eases the stress on getting paperwork done that morning when they
know expectations
• Provide a checklist of items they need to bring with them on day 1
• Documentation for I-9 completion
• All forms you sent them, completed
9 Onboarding Your New Hires– Confidential. Reproducing this packet is not allowed without express written consent of OperationsInc, LLC.
Preparation for Day 1 – Office &
Workplace Setup Have a checklist of the things that need to be prepared
in advance of Day 1 and notify those responsible for
handling:
• Desk location
• Computer Equipment
• Network ID
• Phone
• Badge / ID
• Business Cards
• Office Supplies
• Name Plate
10 Onboarding Your New Hires– Confidential. Reproducing this packet is not allowed without express written consent of OperationsInc, LLC.
Orientation • The goal – Educate your new hire on:
• Company history
• Products and Services
• Organizational Structure
• Policies and procedures
• HR Programs and Services
• Upcoming Events
• Corporate Culture
11 Onboarding Your New Hires– Confidential. Reproducing this packet is not allowed without express written consent of OperationsInc, LLC.
Orientation (continued)
• The goal – Educate your new hire on:
• Key members of Management / Staff
• Industry Role / Status / Standing
• Competitors
• Facility Layout / Services
• Use of Equipment
• Pay Schedule / Time sheets or timekeeping
• Dress Policy
• Lunch Options
12 Onboarding Your New Hires– Confidential. Reproducing this packet is not allowed without express written consent of OperationsInc, LLC.
Coaching Your Managers • Your managers need some guidance
as well on what they should be doing
the first day, week, month
• Timing for when YOU will be done with
the new hire / when they should be
expected • Helps avoid the manager who pokes
their head into your orientation to see
“how much longer?”
• Recommendations on who they should
meet
• Send announcement of new hire to
applicable staff / departments
13 Onboarding Your New Hires– Confidential. Reproducing this packet is not allowed without express written consent of OperationsInc, LLC.
Coaching Your Managers (continued)
• Extension of YOUR Orientation on services within
the building / area • Bathrooms
• Pantries
• Key players in the department
• Department culture
• Partnering the new hire with the key staff member
• May be more accessible than you
• Grooming for management?
14 Onboarding Your New Hires– Confidential. Reproducing this packet is not allowed without express written consent of OperationsInc, LLC.
DAY 1 – Sample Schedule • 8:45 a.m.
• Arrival
• 9:00 a.m. to 9:30 a.m.
• Meet with HR to complete forms,
Policy Review
• 9:30 a.m. to 10:00 a.m.
• Provide orientation
• 10:00 a.m. – Deliver to Manager
15 Onboarding Your New Hires– Confidential. Reproducing this packet is not allowed without express written consent of OperationsInc, LLC.
The First 30 Days
• Goals for the first 30 days
• Meet to discuss handbook and overall check in to see
how things are going
• Collect all forms
• Review first paycheck / stub
• Touch base with Manager to see how things are going
• Same with employee
• Ensure a smooth integration is occurring
16 Onboarding Your New Hires– Confidential. Reproducing this packet is not allowed without express written consent of OperationsInc, LLC.
Day 90 • 90 Day Post-Hire Interview
• How are things going?
• Think about what we told you
in the interview about us and
the job. How accurate were
we?
• Issues?
• Concerns?
• Question?
• Following up on the above can be
the difference between a future
star and a future resignation
17 Onboarding Your New Hires– Confidential. Reproducing this packet is not allowed without express written consent of OperationsInc, LLC.
Summary • The difference between retaining someone vs. sending them
out as fast as they came in can come down to how you
onboard
• The investment in the steps as outlined delivers HUGE ROI
when considering the cost of replacing a newly hired resource
• You do not need an HR professional to handle simple laid out
steps
• Ask your recent hires the question “What would you have liked
to been told during your first 30 days?” and then build your
onboarding program off of those answers
18 Onboarding Your New Hires– Confidential. Reproducing this packet is not allowed without express written consent of OperationsInc, LLC.
Thank You
David Lewis
President / CEO
OperationsInc
(800) 307-5513
www.OperationsInc.com
Onboarding Your New Hires– Confidential. Reproducing this packet is not allowed without express written consent of OperationsInc, LLC.