Accelerating New Hire Productivity Through Onboarding Part 2
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This document discusses how effective onboarding can accelerate new hire productivity. It defines onboarding as the process through which new employees acquire necessary knowledge, skills and behaviors to become productive organizational members. The document identifies common impediments to productivity like lack of access to systems, training and understanding company culture. It provides tips for addressing these impediments such as automating onboarding tasks to focus on creating business value. Finally, the document emphasizes that onboarding should reduce friction and delays to help new hires reach full productivity within average timeframes of 8-12 weeks for clerical staff and 18-22 weeks for professional staff.
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Accelerating New Hire Productivity Through Onboarding Part 2
- 1. bamboohr.com bizlibrary.com Accelerating New Hire Productivity through Onboarding
- 2. bamboohr.com bizlibrary.com Accelerating New Hire Productivity through Onboarding Join the conversation on Twitter using #bamboohr Rusty Lindquist VP Strategic HR Insights BambooHR Chris Osborn VP of Marketing BizLibrary
- 3. bamboohr.com bizlibrary.com Accelerating New Hire Productivity through Onboarding Accelerating New Hire Productivity Through Onboarding What onboarding is and isnât How onboarding makes HR impactful Understanding time to contribution Whatâs impeding time to contribution (and how to turn impediments into fuel) Your acceleration plan
- 4. bamboohr.com bizlibrary.com Accelerating New Hire Productivity through Onboarding What onboarding is and isnât
- 5. bamboohr.com bizlibrary.com Accelerating New Hire Productivity through Onboarding Sign these papers Hereâs your boss What Onboarding Isnât: Hereâs your desk Hereâs your computer
- 6. bamboohr.com bizlibrary.com Accelerating New Hire Productivity through Onboarding ⌠of staff turnover happens within the first 45 days! 20%
- 7. bamboohr.com bizlibrary.com Accelerating New Hire Productivity through Onboarding ⌠leave their jobs because of inadequate onboarding 1in 25
- 8. bamboohr.com bizlibrary.com Accelerating New Hire Productivity through Onboarding Employees at companies with the longest onboarding programs gain full proficiency 34% faster. 34%
- 9. bamboohr.com bizlibrary.com Accelerating New Hire Productivity through Onboarding What Onboarding Is About: INERTIA
- 10. bamboohr.com bizlibrary.com Accelerating New Hire Productivity through Onboarding Onboarding, also known as organizational socialization, refers to the mechanism through which new employees acquire the necessary knowledge, skills, and behaviors to become effective organizational members and insiders. Source: Bauer, T.N. and Erdogan, B. APA Handbook Of Industrial And Organizational Psychology
- 11. bamboohr.com bizlibrary.com Accelerating New Hire Productivity through Onboarding Onboarding makes HR impactful Onboarding helps HR manage the companyâs greatest asset: People.
- 12. bamboohr.com bizlibrary.com Accelerating New Hire Productivity through Onboarding Time to Contribution New Hire Contribution = Capability + Context + Connections + Tools/Training Organizational Socialization and Insider
- 13. bamboohr.com bizlibrary.com Accelerating New Hire Productivity through Onboarding Time to Contribution Impediments a. Access to systems b. Access to hardware c. Training d. Understanding company culture e. Manager involvement f. Other soft impediments
- 14. bamboohr.com bizlibrary.com Accelerating New Hire Productivity through Onboarding a. Access to systems Learning resources and content Off-the-shelf and custom video Resource delivery LMS and mobile
- 15. bamboohr.com bizlibrary.com Accelerating New Hire Productivity through Onboarding b. Access to hardware
- 16. bamboohr.com bizlibrary.com Accelerating New Hire Productivity through Onboarding c. Training ⢠Hereâs how you do⌠⢠Processes and applications needed ⢠How and where to get the information they need ⢠Job aids, process descriptions, flow charts ⢠Resources and training delivery
- 17. bamboohr.com bizlibrary.com Accelerating New Hire Productivity through Onboarding d. Understanding company culture
- 18. bamboohr.com bizlibrary.com Accelerating New Hire Productivity through Onboarding e. Manager involvement Provide context to improve productivity ⢠Acclimation and application of learning ⢠Coaching and feedback ⢠Setting expectations and goals
- 19. bamboohr.com bizlibrary.com Accelerating New Hire Productivity through Onboarding f. Other soft impediments ⢠Measurement ⢠Satisfaction ⢠Fitting in ⢠Buy-in
- 20. bamboohr.com bizlibrary.com Accelerating New Hire Productivity through Onboarding Your Acceleration Plan
- 21. bamboohr.com bizlibrary.com Accelerating New Hire Productivity through Onboarding 18 MONTHS the most vulnerable time for a new hire to leave 8-12 WEEKS avg. time to productivity for clerical staff 18-22 WEEKS avg. time to productivity for professional staff 24-28 WEEKS avg. time to productivity for executives SOURCE: Strategic Onboarding. Bersin by Deloitte.
- 22. bamboohr.com bizlibrary.com Accelerating New Hire Productivity through Onboarding Onboardingâs Goal: Reduce Friction and Minimize Delay. How? Automate what you can: esignatures, self- onboarding, training Then you can focus on what really matters to your company: creating business value.
- 23. bamboohr.com bizlibrary.com Accelerating New Hire Productivity through Onboarding Follow BambooHR and BizLibrary on social media: bamboohr.com/blog | bizlibrary.com/bizblog Thank you!
- 24. bamboohr.com bizlibrary.com Accelerating New Hire Productivity through Onboarding Questions? BambooHR Receive a free job posting on our ATS and full HRIS for one week. We will contact everyone within the next few days to set this up. BizLibrary offer BizLibrary
Hinweis der Redaktion
- Pitch about how people undersell and underestimate HR. HR is capable of much more elevated activities than making sure computers are set up and papers are signed.
- So letâs stop treating onboarding like a checklist to rush through. We arenât optimizing for process speed. Yes, youâll want to be as efficient as possible but not for the sake of speed. No, thereâs a much more important goal to HR efficiency. âWe don't rush through orientation along the lines of the ' 3-C's' that are popular in some other companies: 'C your office, C your computer, C you later.â â âDiana Oreck, Vice President of The Ritz-Carlton Leadership Center 20 percent of staff turnover happens within the first 45 days. http://www.urbanbound.com/blog/onboarding-infographic-statistics 1 in 25 employees leave their new jobs because of bad onboarding programs. http://www.shrm.org/about/foundation/products/Documents/Onboarding%20EPG-%20FINAL.pdf 32% of global executives think the onboarding experience theyâve had at companies has been poor. http://www.urbanbound.com/blog/onboarding-infographic-statistics The employees of those companies that have the longest on boarding programs gain full proficiency 34 percent faster than those in the shortest programsâa difference of 4 months. http://www.urbanbound.com/blog/onboarding-infographic-statistics
- So letâs stop treating onboarding like a checklist to rush through. We arenât optimizing for process speed. Yes, youâll want to be as efficient as possible but not for the sake of speed. No, thereâs a much more important goal to HR efficiency. âWe don't rush through orientation along the lines of the ' 3-C's' that are popular in some other companies: 'C your office, C your computer, C you later.â â âDiana Oreck, Vice President of The Ritz-Carlton Leadership Center 20 percent of staff turnover happens within the first 45 days. http://www.urbanbound.com/blog/onboarding-infographic-statistics 1 in 25 employees leave their new jobs because of bad onboarding programs. http://www.shrm.org/about/foundation/products/Documents/Onboarding%20EPG-%20FINAL.pdf 32% of global executives think the onboarding experience theyâve had at companies has been poor. http://www.urbanbound.com/blog/onboarding-infographic-statistics The employees of those companies that have the longest on boarding programs gain full proficiency 34 percent faster than those in the shortest programsâa difference of 4 months. http://www.urbanbound.com/blog/onboarding-infographic-statistics
- So letâs stop treating onboarding like a checklist to rush through. We arenât optimizing for process speed. Yes, youâll want to be as efficient as possible but not for the sake of speed. No, thereâs a much more important goal to HR efficiency. âWe don't rush through orientation along the lines of the ' 3-C's' that are popular in some other companies: 'C your office, C your computer, C you later.â â âDiana Oreck, Vice President of The Ritz-Carlton Leadership Center 20 percent of staff turnover happens within the first 45 days. http://www.urbanbound.com/blog/onboarding-infographic-statistics 1 in 25 employees leave their new jobs because of bad onboarding programs. http://www.shrm.org/about/foundation/products/Documents/Onboarding%20EPG-%20FINAL.pdf 32% of global executives think the onboarding experience theyâve had at companies has been poor. http://www.urbanbound.com/blog/onboarding-infographic-statistics The employees of those companies that have the longest on boarding programs gain full proficiency 34 percent faster than those in the shortest programsâa difference of 4 months. http://www.urbanbound.com/blog/onboarding-infographic-statistics
- So letâs stop treating onboarding like a checklist to rush through. We arenât optimizing for process speed. Yes, youâll want to be as efficient as possible but not for the sake of speed. No, thereâs a much more important goal to HR efficiency. âWe don't rush through orientation along the lines of the ' 3-C's' that are popular in some other companies: 'C your office, C your computer, C you later.â â âDiana Oreck, Vice President of The Ritz-Carlton Leadership Center 20 percent of staff turnover happens within the first 45 days. http://www.urbanbound.com/blog/onboarding-infographic-statistics 1 in 25 employees leave their new jobs because of bad onboarding programs. http://www.shrm.org/about/foundation/products/Documents/Onboarding%20EPG-%20FINAL.pdf 32% of global executives think the onboarding experience theyâve had at companies has been poor. http://www.urbanbound.com/blog/onboarding-infographic-statistics The employees of those companies that have the longest on boarding programs gain full proficiency 34 percent faster than those in the shortest programsâa difference of 4 months. http://www.urbanbound.com/blog/onboarding-infographic-statistics
- We want to be efficient so that we can start creating business value as quickly as possible. Thatâs what true, well-done onboarding does: Creates business value. And that business value canât be created by computers. Only a living, strategic, intelligent HR professional can do that. Without a skilled operator, a tool isnât very valuable. But with someone to guide it, a tool can create incredible things. (you could tell as story about some type of tool here. Maybe a whisk? You can use it to make scrambled eggs or, in the hands of a skilled chef, a delicate crème anglaise. Or a hammer. OrâŚany other tool.) So, in order for onboarding to be use impactfully as a tool, HR is needed. But it works the other way around too. HR professionals who use onboarding effectively become more impactful within the company because theyâre creating business value.
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- People give it lip service all the time: people are your greatest asset. It really is true. Without talented, well-taken care of people, your company wonât go anywhere. So HR is responsible for managing that most important thing to the company and onboarding is the launching point of that management. It also provides one of the largest metrics of your success: employee time-to-contribution. Today, more than two out of every five companies say their HR operations still have a âweakâ impact on organizational success. http://www2.deloitte.com/content/dam/Deloitte/global/Documents/HumanCapital/gx-hc-high-impact-hr-pov.pdf 85% of global companies surveyed believe they must âtransform HR to meet new business prioritiesâ http://www2.deloitte.com/content/dam/Deloitte/global/Documents/HumanCapital/gx-hc-high-impact-hr-pov.pdf Nearly 40% of the variance between high-performing and low-performing enterprises is connected to the combination of business leader skills, people management skills, and HR performance. http://www2.deloitte.com/content/dam/Deloitte/global/Documents/HumanCapital/gx-hc-high-impact-hr-pov.pdf
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- Itâs so important to meet employee needs in onboarding and the hardware tools is a big part of that. (We could talk about how our new dev hires get to request what type of hardware and work environment they perform best with) Also, it creates a sense of appreciation when employees are provided with the hardware and technology that is current, effective, and preferred. One out of four employees globally report they are influenced by the technology provided to them at work and would consider taking a new position if provided better technology that helps them be more productive. http://www.dell.com/learn/us/en/uscorp1/press-releases/2014-12-02-dell-intel-study-uncovers-truth-behind-technology Those in management roles and employees in emerging markets, in particular, expect the best technology in order to stay with their current employer or consider a new one. http://www.dell.com/learn/us/en/uscorp1/press-releases/2014-12-02-dell-intel-study-uncovers-truth-behind-technology Seventy-six percent of employees said technology has had an influence on the way they work in the past year. Forty-six percent said technology has increased their productivity and enabled them to communicate faster. But some feel the technology they have available holds them back from being productive and has hindered their career growth. http://www.dell.com/learn/us/en/uscorp1/press-releases/2014-12-02-dell-intel-study-uncovers-truth-behind-technology
- 25 percent of companies admitted that their onboarding program does not include any form of training, which leads to a loss of 60 percent of a companyâs entire workforce. Without a substantial and effective training program in a new employee onboarding effort, disappointments will result relative to performance and other profit hindering factors http://www.lesson.ly/blog/9-surprising-employee-onboarding-statistics/
- Onboarding can increase assimilation to company culture: The Aberdeen Group reported that 66 percent of companies with onboarding programs claimed a higher rate of successful assimilation of new hires into company culture. http://www.shrm.org/hrdisciplines/staffingmanagement/articles/pages/onboarding-key-retaining-engaging-talent.aspx#sthash.iMkBIJtz.dpuf But culture isnât something that is adapted to overnight. There are nuances and vocabulary and rules that must be learned (and often arenât spelled out). Until employees understand culture, itâs difficult for them to fully contribute. A Columbia University study shows that the likelihood of job turnover at an organization with rich company culture is a mere 13.9 percent, whereas the probability of job turnover in poor company cultures is 48.4 percent. http://www.entrepreneur.com/article/238640 The Department of Economics at the University of Warwick found that happy workers are 12 percent more productive than the average worker, and unhappy workers are 10 percent less productive. In fact, unhappy employees cost American business over $300 billion each year. So it literally pays to make sure your employees are happy. http://www.entrepreneur.com/article/238640
- BizLibrary
- Measurement: 60 percent of companies indicated that they do not set any milestones or concrete goals for new hires to attain. So, in turn, it takes many new hires a whole year to start working at their full potential. An employee with has no goal leads to a confusion among employees and a lack of care in their performance http://www.lesson.ly/blog/9-surprising-employee-onboarding-statistics/ Satisfaction: One multi-million dollar organization that engages in intensive onboarding during orientations, has managed to move from 23rd place on Fortune magazineâs â100 Best Companies to Work Forâ list in 2009 to 15th place in 2010. New employees learned about organizationâs values and procedures in a five-week training course that developed a more productive firm, a more transparent organizational structure, and allowed employees to understand the companyâs direction as knowingly as the executives http://www.lesson.ly/blog/9-surprising-employee-onboarding-statistics/ Fitting in: Gallup Organization study of more than 5 million workers over 35, 56% of the people who say they have a best friend at work are engaged, productive, and successful while only 8% of the ones who donât are. https://hbr.org/2010/07/why-friends-matter-at-work-and/ Gallup found that close work friendships boost employee satisfaction by 50% http://www.gallup.com/services/178514/state-american-workplace.aspx Workers with many friends are 2x less likely to be poached by recruiters http://www.globoforce.com/gfblog/2014/moodtracker/ Work friendships, says Gallup, are linked statistically to retention. Theyâve noted that employees with a best friend at work are: 43% more likely to report having received praise or recognition for their work. 37% more likely to report that someone at work encourages their development. 35% more likely to report coworker commitment to quality. http://www.globoforce.com/gfblog/2014/moodtracker/ New self-onboardingâs impact on earlier introductions Buy-in Only about four in 10 employees (41%) know what their company stands for and what makes its brand different from its competitors'. http://www.gallup.com/businessjournal/167633/why-company-mission-driven.aspx Story about Instructure executives during onboarding.
- Your company is unique. These are only a handful of things that we thought of that might be slowing your employeesâ time to contribution down. You probably have unique ones to your company. For instance, one of ours here is________. Youâve got to figure out whatâs slowing your new hires down and come up with a plan to turn those weaknesses into strengths.
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- Approximately 35 percent of companies spend zero dollars on onboarding. The idea of spending roughly $11,000 to hire someone and zero dollars on making them productive within a company is detrimental and certainly a bad move http://www.lesson.ly/blog/9-surprising-employee-onboarding-statistics/ You spend so much recruiting. Itâs crazy not to spend a little more time and resources to secure your investment. Automating: Automating onboarding cuts onboarding time by more than half http://www.navigo.com.au/wp-content/uploads/2013/04/Business_Case_for_Employee_Onboarding_Software_2013.pdf The Aberdeen survey showed that 83 percent of the highest performing organizations began onboarding prior to the new hireâs first day on the job. http://www.shrm.org/hrdisciplines/staffingmanagement/articles/pages/onboarding-key-retaining-engaging-talent.aspx#sthash.iMkBIJtz.dpuf Esigs resulted in A 50% reduction in the time to obtain signature approvals in HR documents https://www.silanis.com/about-us/news/silanis-to-present-at-human-resource-executives-9th-annual-hr-technology-conference/ You arenât the only one who needs an update: A combined 71 percent of a survey respondent list are currently in the process of updating their onboarding programs. This process is a stepping stone for organizations that have struggled with previous or current onboarding programs and need a bit of change in order to build better loyalty, maintain higher performance, and improve retention where previous programs have failed http://www.lesson.ly/blog/9-surprising-employee-onboarding-statistics/ Onboarding is a great tool to bring business value. Automate what you can so you can increase time to contribution and see real impacts like engagement, performance, satisfaction, revenue and retention.