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ONBOARDING C i t y E m p l o y e e s
DONNA BOTTEMA
S H R M – S C P
HUMAN RESOURCES GENERALIST
C i t y o f R a p i d C i t y
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WHAT IS ONBOARDING?
Mechanism through which new employees acquire
the necessary knowledge, skills, behaviors, and
relationships to become effective organizational
members and insiders.
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MY STORY
THE TALE OF 2 CITIES
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1,000 employees 33.33% - left within 6
months
16-17% - left between week 1 and month 3
ONBOARDING MATTERS
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Study by Aberdeen Group
Human Resources Staff and
Hiring Manger
• Job Postings • Sift through applications • Schedule and conduct
interviews • Build job offers
RETENTION IS KEY!
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Blue Collar workers $2,000 Professional employees $7,000
WHY DOES ONBOARDING
MATTER?
86 % of new hires decide to stay with
the company long-term within the first
six months of employment.
- The Aberdeen Group
23%
21%
17%
12%
9%
18%
"receiving clear guidelines to what my responsibilities were"
"more training"
"friendly smile or helpful co-worker would have made all thedifference""recognized for their unique contributions"
"wanted more attention from the manager and co-workers"
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STARTS WHEN EMPLOYEE IS HIRED ONBOARDING – 6 MONTHS
•Clear guidelines
•Train them
•Friendly smile
•Attention from manager & co-workers
•Recognition for unique contributions
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SIMPLE
•People want to work hard
•They want to enjoy their co-workers / work
environment
•They want to be part of the bigger picture
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LET’S GO!
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Employee is excited to start working for you!
Manager can’t wait!
LET’S GO!
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Make transition to City Life easy. Here’s how:
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PRE-BOARDING ACTIVITIES Frequent Contact
Technology Setup – email, badge, photo, business cards
Create new “home”
Announce new employee
First Day - planned
Paperwork – general employment
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PAPERWORK – GENERAL EMPLOYMENT Pre-employment Screenings
IE: Background Check, Drug Screen, Fingerprints, Typing Test, Hearing Exam, 10 Key Test, etc
New Employee Forms
IE: Employee Data Forms, I-9, Direct Deposit, Life Insurance, SDRS, Beneficiary Forms, Supplemental Retirement, ICMA, etc
Benefits Enrollment Form, Wellmark Summary, Delta Dental Summary, Vision Summary, Flexible and Dependent Care Spending
WILL THIS WORK?
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WHAT’S THIS?
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WHAT’S THIS?
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WHAT’S THIS?
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NEW PERSPECTIVE When you take a look at the apple, cigarette and the tea bag they all look different,
like something else.
When the view is changed, it changes how we can look at things. Are you too close to
the process?
Is it possible that we can change the process for new hires?
Step back for a few days and think of it from a new viewpoint/perspective.
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PAPERWORK – GENERAL EMPLOYMENT Pre-employment Screenings
Obtain signatures for pre-employment screenings
Confirm they have all come back clear
New Employee Forms
Send a detailed email
Create 1-3 PDFs that are fillable
10 PITFALLS TO AVOID 1. Not having a clean & ready workstation on day 1
2. Cramming 20 hrs of info into 4 dull hrs of orientation
3. Neglecting the importance of cultural adaptation
4. Ignoring the needs of mid & senior level employees
5. Failing to address generational needs and differences
6. Starting a new hire when their Supervisor is absent
7. Relying on org charts to explain lines of communication
8. Assuming a new hire can’t be productive from the start
9. Running a disorganized program
10. Adopting a “Sink or Swim” approach because it worked for you!
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VS
PRE-BOARDING
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FIRST DAY
NEW JOB = TONS OF PAPERWORK
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• How many years ago was that?
•What did you wear?
•What did you do on your first day?
•Do you remember how you felt?
•What went well?
DO YOU REMEMBER YOUR FIRST DAY OF WORK?
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• What works in today’s world?
•What do the employee’s wear?
•What do the employee’s want to do on their first day?
•How do you want to make the employee’s feel on their first
day?
WILL THAT WORK TODAY?
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• What works in today’s world? •They want to feel like they’re part of a team. They also have high expectations for themselves and are ready to jump into their new adventure.
•What do the employee’s wear? •They are comfortable. Gone are the days of mandatory pantyhose and skirts in the workplace. •Do they need specific work gear? Ex: steel toed boots, jeans, etc. •Their ideas and education are how they want to impress you.
•What do the employee’s want to do on their first day? •They want to meet their team. They also want to know how they are part of the bigger team. How do they fit into this puzzle and how can they help out?
•How do you want to make the employee’s feel on their first day? •Included and like this is their forever home. •How can we make that happen?
WILL THAT WORK TODAY?
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MAKE IT HAPPEN •Frequent contact (ex: company picnic or excited to have you)
•Computers and email setup
•Train them
•1st day planned (don’t forget lunch!)
•Introductions
•Manager time
•Clear guidelines
•Training
•Smiles
•Manager Recognition
•Acknowledgement
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PAPERWORK – DAY ONE
I – 9
Identification
New Employee Forms
HERE’S YOUR CHECKLIST!
Pre-Employment Screenings Forms to be Completed Benefits Information Manager – 1st Day
Background Waiver I-9 SDRS Supplemental Retirement –
ICMA or 457 (b) I-9 - Completed
Fingerprints Employee Data/Info Form Summary of Benefits (from
Wellmark) Copy of Proper Identification
Drug Screen Direct Deposit Form City Benefits Summary (ours)
Collect Forms
Hearing Exam W-4
Dental Plan Summary
10-Key Test Life & ADD (mandatory)
Vision Summary
Typing Test SDRS Enrollment Form
Flexible Spending Account Information
Data Entry SDRS Beneficiary Form
Dependent Care Information
Financial Background Check Benefits Enrollment Form
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VS
ONBOARDING
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ORIENTATION
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ORIENTATION
Mayor Bio
Organization Chart
City Council
Online Tools Time Off
(vaca, sick, holidays)
Pay Information
Union Information
Policies Benefits
SDRS
Employee Discounts
Add’l Employee Benefits
NEW EMPLOYEE ORIENTATION
•First Day?
•Formal
•Guest Speakers
•Co-workers
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ONGOING FEEDBACK = SUCCESS
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EMPLOYEE REVIEWS
Ongoing
Monthly
90 days Annually
Review:
• Employee feels
welcome
• Employee feels trained
• Employee understands
benefits of working for
the City
Going Forward
• Constant feedback for
employee
• Monthly or 90 day
formal review
• Team!
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EMPLOYEE REVIEWS
NICK STROOT
C i t y o f R a p i d C i t y
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PERFORMANCE REVIEWS
A performance appraisal is a systematic, general
and periodic process that assesses an individual
employee's job performance and productivity in
relation to certain pre-established criteria and
organizational objectives
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WHY DO WE DO PERFORMANCE REVIEWS
? ? ?
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PERFORMANCE REVIEWS THE WHY…
• Provide Clear and Attainable Goals/Change Goals
• Making sure your idea of good work is expressed and
understood
• Make your people feel valued
• Legally defensible proof that your instructions were clear and
they were understood
• Additional documentation for discipline and/or termination
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WE NEED TO ALIGN OUR REVIEWS TO SOMETHING
D o e s y o u r r e v i e w r e f l e c t y o u r e x p e c t a t i o n s ?
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PERFORMANCE REVIEWS
• Align with your Mission Statement/Value Statement • What are the goals of the position? • What are the measurable outcomes of the position? • What is in control of the employee and what is out of the
employees control?
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SETTING GOALS
Specific, clear and understandable. Measurable, verifiable and results-oriented. Attainable, yet sufficiently challenging. Relevant to the mission of the department or organization. Time-bound with a schedule and specific milestones.
PROCESS OF DOING A PERFORMANCE REVIEW
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THINGS TO CONSIDER IN A REVIEW PROCESS
1. Is the process working for your organization? Does it provide the goals of all the work it takes?
2. Do them all at once or spread them out through the year 3. Give yourself enough time to give each employee the
same fair assessment, don’t burn yourself out 4. Do different types of Reviews lend themselves to
different work groups? 5. Is the right person doing the review? Do they have day to
day contact with the employee?
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PITFALLS TO AVOID
1. Recency or Spillover Bias • Judging someone on the most recent or most obvious action just performed
2. Halo/Horn Effect • Thinking of an employees overall performance based on one thing they do well, halo,
or poorly, horn 3. Conformity or Similarity Bias
• Tending to rate everyone the same to avoid hurt feelings 4. Central Tendency Bias
• Rating everyone in the middle. Not calling out your poor perfumer's or recognizing your rock stars
5. Contrast • Judging employees against one another not a City standard
6. Avoiding negative feedback 7. Going through the motions just to check a to-do list box
NEW JOB = TONS OF PAPERWORK
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POPULAR TYPES OF PERFORMANCE REVIEWS
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NUMERICAL RATING SCALE
• Most popular style • Usually 1-5 ranking on various topics
• Teamwork, Communication, Customer Service, Etc. • Items to consider:
• Make sure your employees understand what is acceptable and what is not
• Are supervisors using consistency across the entire organization, not just their group
• Could force all factors to be equal
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BEHAVIORAL CHECKLIST
• Similar to Numerical Rating – Employee has a checklist of criteria to be successful
• The supervisor will answer a set of carefully worded yes or no questions – “Does the employee follow directions carefully?” – “Does the employee make frequent mistakes?”
• To be done correctly the questions need to be worded and weighted very carefully
• Good for jobs with many workers by avoiding the tendency to judge employees against one another
• Items to consider: • Very important to use carefully wording and managers are trained • Can be very effective if developed correctly but has lots of downsides
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MANAGEMENT BY OBJECTIVES MBO
• This is done forward and back – not just looking back • At the beginning of the year a carefully selected set of objections that will
define success for the employee and then at the end of the year success will be measured if they completed those objectives
• Interactive with both the employee and the manager • Items to consider:
• All objectives need to be in the employees control • Allows employees to have some ownership in the process
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360 DEGREE REVIEW
• Comprehensive look at the employee from all aspects – Managers, Co-Workers – Other employees with frequent interaction – Possibly High Valued Costumers or Vendors
• A constructed questionnaire is given to all parties asking them to rate the work and interactions with the employee
• Very holistic view of the employees – not just the supervisor providing feedback
• Items to consider: • The most time consuming of the processes • You will have to weed out or look for personal opinions – Participants
need to understand the process and not be out for any “revenge” • Works best for an employee with a lot of interaction and direct reports
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CRITICAL INCIDENTS
• Identify and describe specific events over the time period. It would be something done really well or something requiring improvement.
• What were the incidents that an employee really shined or what were the incidents where the employee was either detrimental to productivity or left lingering problems
• Items to consider: • Detailed records need to be kept. Cannot be based on memory • You will have to address the problems as they happen and then talk
about them at the review as well. • Works best for an employee who has a role that is fairly repetitive or
routine.
RAPID CITY HR – PREFERRED PROCESS
S t r u c t u re d S e l f Eva l u a t i o n
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HR DIRECTOR’S PERSONAL PR PHILOSOPHY
1. Give the employee a self-assessment to complete • Make sure to allow them enough work time to complete this
2. Collect the self-assessment and review • Make sure to note all agreements and disagreements • Don’t be afraid to bring someone up who has ranked
themselves low 3. Send your managers version to the employee for them to review 4. Set a meeting with the employee and discuss the agreements
and disagreements
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HR DIRECTOR’S PERSONAL PR PHILOSOPHY
• I like the interactive feedback that takes place • I want to know how an employee sees themselves and is it
generally how I see them • No matter how an employee rates themselves it is gone over by
the manager and the manager is in charge of setting expectations
• Critical point for me: allow the employee enough time to thoughtfully complete the assessment and also enough time before the meeting to read over the managers thoughts and be prepared to engage
FINAL THOUGHTS
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FINAL THOUGHTS
• Cannot replace good management – in theory they could be eliminated by “perfect” management
• Do you tie them to pay – if so recognize the importance of training your evaluators…and are any managers “gaming the system”
• Each year stands alone – yet we judge people over longer periods of time. Does each PR reflect the overall satisfaction with that worker?
• Managers attitude is reflected in their effort, time and energy spent working on the Review and ultimately the employees attitude toward the process.
THANK YOU
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