Onboarding - Bersin by Deloittelogin.bersin.com/uploadedFiles/011315_PPT_TheOnRamptoEmployee... · 1.Remind manager of new hire start date 2.Provide “First Day” Information to

Onboarding

Katherine Jones, VP, HCM Technology Research

Bersin by Deloitte

Deloitte Consulting LLC

January 13, 2015

The On-Ramp to Employee

Success

Katherine Jones, Ph.D. Vice President, HCM Technology Research Bersin by Deloitte Deloitte Consulting LLP

Copyright © 2014 Deloitte Development LLC. All rights reserved. 2 \

The issues we face

Why doing it right matters

From “Orientation” to “Onboarding”

Technology capabilities that address onboarding

Summary

Agenda


Key Questions that Surround Onboarding

When does onboarding begin?

• Old School: begins when the new employee reported for

his/her first day of work and then ended with the completion

of formal orientation activities.

• Today: begins immediately upon acceptance of a job offer,

and continues enhancing the entire employee lifecycle.

How long does onboarding last?

• Bersin Research:

– a high percentage of today’s companies extend

onboarding beyond the first six months of employment.

– these companies integrate their onboarding process with

the recruitment, development and retention stages of the

employee lifecycle

The Issues We Face


Never will a new

hire feel as excited

about a company

as when he or she

accepts the offer.

“I got the

offer!!!!


50% failure rate in

retaining executives

Source: Help New Hires Succeed: Beat the Statistics, SHRM Presentation by The Wynhurst

Group, April 2007, www.masteryworks.com.

The cost of losing an employee in the

first year is at least 3X that

employee’s salary.

Just the facts…

What Makes Good Onboarding so Hard?

• The workforce is distributed -- globally

• The workforce is multigenerational

workforce

• Virtual workers

• Engaging new hires

• Retaining those new hires

• Cost containment


Onboarding a Global Workforce

The Challenge

• Multiple continents, time

zones, geographies,

employee types

The Requirement

• Consistency

• Accuracy

• Completeness

• Welcoming messaging


Multigenerational Workforce

For the first time in modern history,

workplace demographics now span

several generations

By 2014, Millennials are expected

to comprise 36% of the U.S.

workforce, and by 2020, Millennials

will be nearly half of all workers

Different priorities, attitudes, and

work styles with each generation

Source: Larissa Faw, “How millennials are redefining their careers as hustlers,” Forbes, July 19, 2012,


Virtual Workers

“Home office” challenges in

onboarding:

• Cultural assimilation

• Team building

• Job-specific training


Retaining New Hires

Getting off to a good start

“Learning the ropes”

“One-fourth of new hires

leave the job within the

first year”

Average replacement

cost: $10,731 for each

lost employee

Source: Stacia Argoudelis, Op Cit.. 2012.

http://www.essexjobs.com/newsletter2/index.php/one-fourth-of-new-hires-leave-the-job-within-the-first-year/20121651/


Cost-Containment

High repetitive cost of in-

person training

Proliferation of non-

standardized programs

Inconsistency of quality

Often ineffective

From “Orientation” to “Onboarding”


Old School: a basic introduction to the company and

orientation to policies and procedures.

• Forms, forms and more forms……

Today: “Strategic Onboarding” -- a different set of activities,

extended time commitments, advanced technologies, and

clear ownership of the onboarding process itself.

How does Onboarding differ from “New Hire Orientation”?


Engaging New Hires

The Twilight Zone: The critical period between when

the person accepts an offer and the

day he/she actually begins work

“Tending the Garden”

Continue to engage and

communicate with the candidate

throughout the period leading up to

the first day on the job

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRw&url=http://subversive1.blogspot.com/2013/10/mind-gap.html&ei=_HJqVIrtIam8iALTu4CYBw&bvm=bv.79908130,d.cGE&psig=AFQjCNFZjE2aJOTqWloH6qdLqSmea9Mm7w&ust=1416348800932708


Where Technology Fits

“Outfitting” Compliance completion

and tracking Enculturation

The People Part

Physical

outfitting of

the employee

(e.g.,

computers,

phones, office,

supplies,

security

badges, etc.)

Collection of

data for

compliance

reasons (e.g.,

proof of

ability to

work in the

country)

Introduction of

the new worker

to the culture,

procedures,

work

expectations

and processes

of the new

employer

Meet the team,

the buddy, the

mentor

See the

executives

See the space

What do they

do for fun?

Technology capabilities that can help

For Managers


Source: IBM Kenexa. 2014.

1.Remind manager

of new hire start

date

2.Provide “First

Day” Information

to the manager

3.Provide specific

tasks for each

new hire

depending on

position



Source: SAP SuccessFactors.2014.

1.Buddy

assignment

a.Notify new

hire

b.Notify the

buddy!

Technology capabilities that can help

For New Hires


Source: Workday. 2014.

1.Welcome

2.Checklist of

actions

3.Benefits overview

4.Values overview

5.Teams and clubs

6.Feedback


Source: ADP. 2014.

1.First day action items

2.Messages

3.Pay

4.Work schedule for the week

5.Perks


Beyond the Portal: “Virtual Onboarding” Defined

• New hire programs delivered over the web

• Complement or replace in-person new hire onboarding

• Provides consistent, standardized new hire messaging and

content delivered anywhere across the globe and on any

device.

• Eases assimilation into the corporate culture

• Enables organizations to begin the onboarding process

with a new hire’s offer letter and continue it for the

employee’s first year (or more) in the organization


Virtual Onboarding: An Example

Source: On24. 2014.


Onboarding Moves Seamlessly to Learning

Source: On24. 2014.

Technical

Pragmatics


Onboarding Programs Considerations

Program

• Brand program / customize for various levels & roles.

• Align onboarding to performance management – set goals quickly and assess performance 30/60/90 days in – can be informal.

• Let your technology work for you.

Before the First Day

• Get recruiters involved in outreach post-acceptance.

• Assign a friend/buddy/ onboarding mentor

• Start with early socialization to values, leadership and culture.

• Mind the Gap, which is the time between offer acceptance and start date

Shift to Strategic

• Activities become strategic, performance driven and experiential

• Align activities with business goals and build a new hire experience that creates a lasting impression and strengthens employer brand


The Value Proposition of Strategic Onboarding

Reduces time-to-competency

Can reduce the cost of reiterative “orientation” – may

reduce the high costs of travel, lodging, and non-

productive time away from the job

Maintains compliance more readily

Onboarding done well has the potential to reduce

employee attrition, and thus further contain costs


A Word on Onboarding Measurement…..


In Summary: The Business Value of Good Onboarding

• Enables new hires to quickly, effectively, and

confidently assimilate company culture and

become engaged employees.

• Provides a global onboarding platform which

is flexible and customized to a wide range of

language and cultural requirements.

• Allows easy access to learning resources,

collaboration opportunities, and links to co-

workers around the world.

Provides a global onboarding platform which is

flexible and customized to a wide range of

language and cultural requirements.

Allows easy access to learning resources,

collaboration opportunities, and links to co-

workers around the world.

Enables new hires to quickly, effectively, and

confidently assimilate company culture and

become engaged employees.


The Onboarding Experience

Thank You!

LinkedIn: DrKatherineJones

Twitter : Katherine_Jones

Blog at www.bersin.com: Technology for Talent

Email: [email protected]

http://www.bersin.com/Blog/Default.aspx?id=743e55c5-ac69-4a5c-9cb5-997ef277606d

About Deloitte

Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of

member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also

referred to as “Deloitte Global”) does not provide services to clients. Please see www.deloitte.com/about for a detailed description of DTTL

and its member firms. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its

subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

Copyright © 2014 Deloitte Development LLC. All rights reserved.

36 USC 220506

Member of Deloitte Touche Tohmatsu Limited

http://www.deloitte.com/about

http://www.deloitte.com/us/about

Documents

Onboarding - Bersin by Deloittelogin.bersin.com/uploadedFiles/011315_PPT_TheOnRamptoEmployee... · 1.Remind manager of new hire start date 2.Provide “First Day” Information to