Onboarding - Make It More Effective Through Mentoring

© Insala All Rights Reserved
ONBOARDING NEW HIRES:
How to Make Onboarding More Effective Through Mentoring

JUDY CORNER
Mentoring Subject Matter Expert
I N S A L A

INSALA improves organization performance
by developing your talent.
1
2
3
4
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We provide solutions to help your employees
grow and develop.

LinkedIn Group: Mentoring Thought Leaders’ Club
www.linkedin.com/company/insala
1K +
Members
Over 1200
Members

1. The 2017 New Hire: Expectations and Retention Trends
2. Possible Onboarding Challenges
3. How Mentoring Supports Today’s Onboarding Challenges
4. Designing A Mentoring Program To Support Onboarding
5. Case Study
AGENDA

Firstyearhirescarrythehighestriskofturnover–Onboardingshouldbeatoppriority
Whyshouldyoucontinuallyinvestinonboarding?
W H Y I N V E S T I N O N B O A R D I N G ?
Come back!
No!

Business Case for Mentoring for
Onboarding
• Team Building
• Reduced Time to Productivity
• Increase Engagement
• Attract and Retain Top Talent
• Build Trust / Alignment

in
NEW HIRES

New hires expect…
• A plan for growth and development
• The tools and resources to do their job right
• Someone to show them the ropes
EXPECTATIONS
Too many new hires are left to
flounder on their own!

RETENTION TRENDS
• 86% OF NEW HIRES make their decision to leave or stay within the
first 6 months. (Aberdeen Group)
• 89% OF NEW HIRES say they do not have the optimum level of
knowledge and tools necessary to do their job. (Aberdeen Group)
• ½ OF ALL HOURLY WORKERS leave their new jobs within the first 120
days. (SHRM)

New employees who attend a
WELL-STRUCTURED onboarding program are
69% MORE LIKELY
TO STAY WITH AN ORGANIZATION
after 3 years (Korn Ferry) © Insala All Rights Reserved

MENTORING can increase
retention of new hires even more!

For the new hire, a mentor can:
• Start them off on the right foot and successfully integrate them
• Help increase the employee's self-confidence
• Identify and mentor on missing skills and impart knowledge and expertise
• Enhance professional development

For the mentor,
• Continually build professional network inside organization
• Receive fresh ideas
• Receive positive recognition and reinforcement from their new
hires

For the organization, mentoring can:
• Enhance organization’s culture
• Cultivate employee loyalty
• Protect their investment in the recruiting process
• Improve new hire time to productivity

Possible
ONBOARDING
Challenges

Poll #4
What challenge do you foresee launching a
mentoring program for onboarding?
– Delays in offering onboarding
– Overloading new hires
– No accountability or metrics
– Not enough resources to go beyond basic HR
onboarding tasks
– Timeframe is too short

POSSIBLE CHALLENGES FACING
ONBOARDING PROGRAMS
1. Overloading new hires
2. Delays in offering onboarding
3. Timeframe is too short
4. Not enough resources to go beyond basic HR
onboarding tasks
5. No accountability or metrics

Today’s Challenges
How Mentoring
O V E R C O M E S

CHALLENGE: Overloading new hires
SOLUTION: A mentor can support with the information overload
ongoing
CHALLENGE: Delays in offering onboarding
SOLUTION: Mentoring can start immediately
CHALLENGE: Too short of a timeframe
SOLUTION: A mentoring relationship is typically 6 – 12 months
CHALLENGE: Not enough resources to go beyond basic HR
onboarding tasks
SOLUTION: Qualified mentors offer an additional resource to HR and
new hires to create a more immersive onboarding experience
CHALLENGE: No metrics or accountability
SOLUTION: Formal mentoring programs can be measured

HOW TO BUILD AN
MENTORING
O N B O A R D I N G P R O G R A M
FACILITATED BY

First – Who Will Do What?
1. Define role of HR in onboarding.
2. Define role of the mentor in
onboarding.
3. Qualify volunteer mentors.
4. Train mentor for their items to
ensure consistent communication.

I D E N T I F Y
mentors & their
respective roles
D E T E R M I N E
when to introduce
the mentor
M AT C H
based
on specific
criteria
P R O V I D E
online information
and examples
M E A S U R E
what you
achieved
D E F I N E
objectives &
goals
HOW TO BUILD AN
M E N T O R I N G
FACILITATED BY

Define Goals + Objectives
Example Goals:
• Provide new employee guidance
• Increase retention of new hires
• Increase time to productivity and
accelerate the learning curve

Identify Mentors + Their Respective Roles

Organizational Culture Mentor
• Number of years in organization
• Business function
• Location
Job/Skill Development Mentor
• Career level
• Business function
• Skills/Competencies needed
• Location
Match Participants Based on Specific Criteria

Determine When to Introduce the Mentor
Organizational Culture Mentor
– Introduce at the beginning of
the onboarding process
• Provide a warm, positive
experience
• Support from the beginning
• Not tied to formal training, can
start the mentoring partnership
right away
Job/Skill Development Mentor –
Introduce after formal training when
starting the job
• Reinforces learning after formal
training
• Provides guidance and support when
on the job

Provide Accessible
Information + Examples
Why?
• Clarify their role as a mentee
• Help them learn about their
mentor
• Make information about the
mentoring experience easy to
find

Measure What You Achieved
How should you measure the
program?
• Feedback survey taken by mentoring
participants
• Feedback from managers – how do they
feel the mentee has developed?
• Learning plan – What was planned vs.
what was achieved

I D E N T I F Y
mentors & their
respective roles
D E T E R M I N E
when to introduce
the mentor
M AT C H
based
on specific
criteria
P R O V I D E
online information
and examples
M E A S U R E
what you
achieved
D E F I N E
objectives &
goals
HOW TO BUILD AN
M E N T O R I N G
FACILITATED BY

CASE
STUDY

CASE STUDY: Information Overload!
New hires were receiving too much information at once during
onboarding.
The company needed to share accurate and crucial information with
new hires without overwhelming them

CASE STUDY: Solution
• Mentors were qualified to make sure they provided the best “first
impression” of the organization
• The qualification criteria ensured that mentors had specific
information to impart
• Two mentors were allocated each new hire –
• A mentor for organizational culture focus
• A mentor for a job-specific focus
• The purpose of the partnership – information sharing – was clearly
communicated to new hires ahead of time

CASE STUDY: Results
DECREASE IN COMPLAINTS from managers
REDUCTION IN DOLLARS spent on new hires
REDUCTION IN FOLLOW-UP phone calls, emails and
office visits to HR regarding new hire issues
REDUCTION in new hire frustration
INCREASE IN NEW HIRE SATISFACTION with the
onboarding program

Poll #5
What are you going to do now?
– Talk to management about including mentoring.
– Definitely adding in mentoring.
– Reach out to a mentoring expert (Insala has those!)
– We probably cannot do anything right away.
– We will think about it for next year.

Final Thoughts
1. Onboarding must focus on culture as well as on the job
2. The secret to successful onboarding is structure +
reinforcement
3. The personal touch throughout onboarding is always the
most effective
4. What you do now and how you do it will make the difference,
one, three, and ten years down the line

Here’s how we can help you do it.
At Insala, we can assist you in launching
your program at your organization so it is
much more successful.
PLAN
MORE Workshop
IMPLEMENT
Marketing, Training, Launching, & Facilitating
EVALUATE
Gap Analysis, Benchmarked Data, 360 Analysis
MANAGE
Strategic Account Management, Continued
Education, Goal Attainment

CONTACT US FOR MORE INFORMATION
www.mentoringtalent.com
info@insala.com
US: (817) 355.0939
UK: +44 (0)207.297.5940
YOUR PRESENTER
Judy Corner
jcorner@insala.com
http://timetrade.com/book/YFDPC
JOIN US ON LINKEDIN FOR:
• A copy of today’s slides
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Q&A

Onboarding - Make It More Effective Through Mentoring

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