Presentation by Denise Rousseau and Cheryl Nickel, CEBMa Annual Meeting 2018, Chicago

1. BUILDING ORGANIZATIONAL CAPACITY FOR EBP
THROUGH ONBOARDING
CHERYL NICKEL, M.A., MBA
Appalachian State University

2. ▸AGENDA
Agenda
Intro
Onboarding
101
The Case Discussion Takeaways Q&A

3. Intros

4. “ONBOARDING”
WHAT’S YOUR DEFINITION?
Retrieved from: https://www.tayloredge.com/bits-n-pieces/humor/dilbert20061021.jpg

5. ▸MAKING THE DISTINCTION
ORIENTATION
• Event
• Introduction
ONBOARDING
• Process
• Integration
“... The process of hiring, orienting, and immersing new
employees into their roles and into the organization’s culture.”
Jones, K. (2014). Bersin by Deloitte.

6. THE
COMPANY:
“Bright Co.”
▸ Global Manufacturer
▸ Industry Market Leader
▸ Breaking into Technology
▸ New Hire Issues
▹ Productivity
▹ Turnover

7. THE
CASE
ONBOARDING MISSION:
“To provide each new hire with an efficient and effective onboarding
experience that leaves an employee feeling confident in his/her decision to
join [Company], and assured that he/she can use the tools to be successful
in his/her role and beyond. [Company] believes that quick assimilation into
the [Company] culture as well as effective expectation and goal setting can
help a new hire begin to contribute to the organization within the first 30
days.”
KEY OBJECTIVES:
▸ New hire confidence
▸ Cultural assimilation
▸ Minimize time to productivity

8. THE
EVIDENCE
Scientific Professional
Organization Stakeholder

9. KEY
SUCCESS
INDICATORS
ONBOARDING = INVESTMENT
1. Start Early
2. Plan with Purpose
3. Consider Culture
4. Involve the Team
5. Train Continuously
Scientific
Help New Hires Succeed: Beat the Statistics, SHRM Presentation by The Wynhurst Group, April 2007, www.masteryworks.com
Egon Zehnder International, 2007, as quoted in http://selectmetrix.com/blogs/category/onramping/.
Jones, K. (2014). Bersin by Deloitte.

10. 58%
More likely to be at the
company after three years
The Wynhurst Group. (unknown). Retrieved from https://www.saplinghr.com/blog/top-7-employee-onboarding-programs#1
THE
PAYOFF
POTENTIAL
Professional

11. Turnover occurrence during first 45 days
22%
50%Rate of executive placement failure
3XCost of turnover, in terms of annual salary
Help New Hires Succeed: Beat the Statistics, SHRM Presentation by The Wynhurst Group, April 2007, www.masteryworks.com
Egon Zehnder International, 2007, as quoted in http://selectmetrix.com/blogs/category/onramping/.
Jones, K. (2014). Bersin by Deloitte.
THE
COST
POTENTIAL
Professional

12. Assumptions: $55K New Hire Salary; $75K Supervisor Salary
241 FY17 Hires
50 Voluntary Turnovers
> $8M Estimated Loss
THE
REALITY
Organization

13. THE
EVIDENCE
▸ HR & Supervisor Survey
“New hires spend their first few weeks
submitting a bunch of IT tickets”
“Every man for himself”
“Onboarding is horrible”
“Onboarding is non-existent”
“HR is
stretched thin”
“We don’t invest in HR”
“New hires show up
feeling like they don’t
know what’s going on”
“New hires are rushed to
productivity”
Stakeholder

14. ▸ New Hire Survey
39% Equipment functionality or
availability issues
43% Did not receive instruction on
how to submit an IT ticket
31% Lacked resources/instruction
needed to begin work
39% Onboarding did not help them
understand how they add value
THE
EVIDENCE
Stakeholder

15. THE
PROBLEM
RELATIONSHIP
EFFECTIVENESS
ACCOUNTABILITY
AUTOMATION
EFFICIENCY
AVOIDANCE

16. SOLUTIONS
▸ IMMERSION
▸ EMPOWERMENT
▸ MEASUREMENT

17. SOLUTIONS
▸ IMMERSION
Structured Supervisor Touchpoints*
Peer “Buddy”
Team Lunch
New Hire Socials
*Provided Deliverable

18. SOLUTIONS
▸ EMPOWERMENT
Structured Supervisor Touchpoints*
Welcome Guide*
“Lean” Training Modules

19. SOLUTIONS
▸ MEASUREMENT
Leverage HCM System*
Surveys*
▷ Early, Comprehensive
PM System Integration
▷ e.g. Goal-Setting, KPIs

20. ▸ Discussion
▷ What’s your experience?
▷ What questions does the case raise?
▷ Can/should onboarding be the same for all new hires?

21. TAKEAWAYS
▸ First Impressions Matter
▸ Accountability is Key
▸ Duration Makes a Difference
SHORT-TERM INVESTMENT à LONG-TERM GAIN

22. Q
A

23. THANK YOU!
Feel free to reach out:
cheryl.nickel@gmail.com