Successful Onboarding: Welcome Aboard!
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First impressions matter. Research suggests that most companies spend far too little time on onboarding—which is the process of introducing new hires to the company and in setting them up for success on day-one. Failing to successfully introduce a new hire is a common occurrence and, unfortunately, a costly one for businesses. The same research states that 46% of new hires leave their company before they have been employed for one and a half years! This leaves little doubt that the onboarding process is one of the main factors. This webinar focused on the four core components of successfully onboarding new employees. Most companies begin and end with a focus on compliance when onboarding new employees. While an important element of onboarding, discussions centered around integrating a new hire into the company culture, the importance of connection with colleagues and the importance of the role to the organization provide a far more impactful welcome.
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Successful Onboarding: Welcome Aboard!
- 1. Successful Onboarding WELCOME ABOARD! DECEMBER 3, 2015 Presented by Molly Kelley, PHR Moderated by Brandon Laws
- 2. Housekeeping Items 1. 30-minute presentation & 15-minute Q&A 2. Slides & Recording available to attendees 3. Get alerts about new events, webinars and content by subscribing at xeniumhr.com 4. 1.0 HRCI Credit available. Email Brandon.Laws@xeniumhr.com to get certificate
- 3. Meet your presenter, Molly. • Sr. HR Business Partner at Xenium HR • Works with various small and medium sized businesses across many industries • Trainer for Xenium clients and guests • Loves to read; frequents HBR.org and is an NPR super fan
- 4. Welcome & Agenda Model from SHRM Foundation’s Onboarding Employees: Maximizing Success Report 2010 Compliance Connection Clarification Culture www.XeniumHR.com
- 5. Challenges Most Organizations – • Place low value on successful onboarding • Resist an investment of time, resources and planning • Fail to train their management team on the value of onboarding • Start onboarding with orientation, not from recruitment Most Onboarding Programs – • Focus on administration vs. engagement • Fail to tie program to organization mission and goals www.XeniumHR.com
- 7. Nuts and Bolts • New hire/onboarding checklist • Tour (don’t forget to address offsite locations) • Organizational chart/who’s-who • Departmental responsibilities • Standard Operating Procedures (expense reports, timecards, vacation requests, payroll access, etc.) • Benefits summary and contacts along with enrollment timeline (and ACA required document) www.XeniumHR.com
- 8. Welcome Aboard CLARIFICATION FROM ING MANAGER
- 9. Setting Expectations What makes up Performance? WHAT Should be done by when = Objectives, Goals HOW It should be done = Behaviors Together these define your Performance Expectations www.XeniumHR.com
- 10. Relationship Building Check-in / Coaching Meetings: • Weekly 1 on 1 Meeting • Establish Motivators • Current Projects and Priorities with Status Updates • Accomplishments and Successes • Challenges, Gaps or Need for Additional Training www.XeniumHR.com
- 11. Training Plan To Accomplish Goals, Managers Should - • Review the job description to develop a detailed training plan • Establish training experts and accountabilities within existing team • Engage the team in the training plan – development opportunity • Build in opportunities for self-directed training and empower your trainee • Create and adhere to a training feedback loop • Make it fun! www.XeniumHR.com
- 12. Coaching & Feedback Types of Feedback: Positive – reinforce good behavior, accomplishments (be generous) Constructive – intended to change behavior (be proactive) Be SAFE with your feedback - Specific - tied to task Appropriate – public or private? Frequent & Timely – proactive v. reactive Encouraging – builds on strengths www.XeniumHR.com
- 14. Culture How would current employees describe company culture? • Consider developing culture commitments/understanding • Ensure those norms are understood and LIVING BREATHING commitments • Authentically address culture challenges/gaps • Ask for observations and input - no one sees your culture more clearly than your new hires www.XeniumHR.com
- 15. Managers as Culture Leaders Manager-Employee relationship is crucial Be a “servant leader” • Be approachable – face time with employees is important • Listen with the intent to understand • Ask them – “How am I doing as your manager?” • Involve them in solving problems Relationship leads to retention – employees often don’t quit organizations, they quit their manager www.XeniumHR.com
- 17. Mentoring Programs – Assigned or organic relationships – Structured or informal – Provides career opportunities that will encourage personal and professional growth and improve job performance – Career development, networking, coaching source or another managerial perspective – Serves as an opportunity to build relationships with other colleagues and across all teams and departments www.XeniumHR.com
- 18. Team Building • What works? What doesn’t? • Formal? Informal? – Starts in the onboarding process – group size should not exceed 12 new hires – Offsite departmental activities (cooking class, wine tasting, etc.) – Onsite company-wide/departmental activity (scavenger hunt, client/customer trivia, icebreakers) www.XeniumHR.com
- 19. Tips & Reminders for Managers – Align employee and team goals with organizational goals – Lead by example by exhibiting trust building behaviors to create solid working relationships – Allocate time for development and coaching – Find out what motivates your people and consistently recognize people for their contributions – Onboarding efforts are most successful when driven by more than one teammate, but led by the employee’s manager – Find a buddy/mentor – Get to know your folks – Utilize the four C’s – compliance, clarification, culture, connection www.XeniumHR.com
- 20. Questions? Enter your question for Molly into the chat window on the gotowebinar panel www.XeniumHR.com
- 21. Thank you! www.XeniumHR.com Articles, Whitepapers & other free content at xeniumhr.com/blog Podcasts on iTunes, or visit xeniumhr.com/podcast Webinar recordings at xeniumhr.com/webinars General Email: info@xeniumhr.com Molly: Molly.Kelley@xeniumhr.com Brandon: Brandon.Laws@xeniumhr.com
Hinweis der Redaktion
- Welcome, everyone. A quick bit of statistics to support why we’re here and back the old adage that, “first impressions matter.” In the United States, every year more than 25 percent of the working population experiences career transitions. Half of all senior outside hires fail within 18 months in a new position. Half of all hourly workers leave new jobs within the first 120 days. Millennials (the generation entering the workforce now) will remain with an organization for approximately ten months at which point, if they cannot see a clear career road map, a future ahead for themselves, they will leave and find another job. Organizations that invest in formal onboarding programs by implementing step-by-step programs for new employees to teach them what their roles are, what the cultural norms of the company are, where they can find support and how they are to behave are more effective than those that do not. Organizations that go a step further and work to find out just whom it is they’ve hired, are even more successful in engaging and retaining their new teammates. We’re going to spend some time today exploring this all-important process.
- Agenda Importance of Successful Onboarding New Hire Orientation and Training Plan Be Your Best Manager Team Building Importance of Coaching and Counseling Getting feedback
- Barriers may include: Low organizational value of onboarding Lack of planning/time Lack of management accountability (often left to HR or peers) Lack of Training for Managers on ROI In order for an onboarding program to have impact: There needs to be a commitment and accountability from company leadership. Program goals should be explicit and tied to mission and desired business outcomes. The process and tools are user-friendly and secondary to the day to day activities, sustainable and engaging.
- This is generally where most of us are spending our time in onboarding, what we do well. So I’m going to spend the least amount of time on this. Compliance is the base level of our continuum and includes teaching employees basic legal and policy-related rules and regulations. 30% of all organizations cover this level, and nothing further.
- What does every new hire meeting you’ve ever experienced start with? Paperwork. And more paperwork. Rules, regulations. I would suggest that just because we’re tackling this element first, you should still consider doing it at the END of day one – not first thing off the bat. None-the-less, these elements are important and have to be covered, so it’s best to approach this piece in an organized fashion, starting with a new hire check list.
- Clarification refers to ensuring that employees understand their new jobs and all related expectations. 50% of all organizations cover this level. Businesses lose an estimated $37 billion each year as a result of employees not understanding their jobs.
- To keep it simple, Performance can be broken down into 2 things – the What and the How. Ultimately defining what success looks like. The WHAT are the Performance Goals or Position Objectives Goals best for jobs that are dynamic, but in which nearer-term activities and milestones can be defined. Objective results are best for jobs with clear, readily measured outcomes (ex. sales, production) The HOW are the Competencies – How is the job successfully Performed? Define behaviors based on values, culture A job description is a great method for communicating these expectations, but it shouldn’t be the only avenue. Managers should use that as a jumping off point for a broader discussion of how they see the employee’s role furthering the department, business and ultimately customer This should be a big picture discussion, tying the employee’s role to organizational goals and IMPACT
- Schedule/frequency agreed upon by manager and employee. Agenda is driven by manager at first but then increasingly the employee One on One meetings are a great way to stay apprised of employees’ performance as well as general team or workplace challenges, issues. This process has been established to support team members and managers. It creates team member ownership for their development and success.
- A person’s success or failure in reaching previously agreed goals can be due to several reasons. It’s up to the employee’s manager to ensure that the quality of our training supports their success. To do this, you must first understand the capabilities of both your new hire and your people/team, so you can leverage the existing strengths of your team ensure there is a natural flow of knowledge. Then you must provide the ongoing coaching to help your people stay on track with achieving their goals.
- Informal, continuous feedback is the most valuable type. If feedback is provided Immediately following good or poor performance, it helps employees make real-time alterations in their behavior and enables them to perform their work more efficiently. Most people respond to and are motivated by praise. When a manager recognizes and acknowledges an employee’s contributions, she /he is not only establishing credibility as a manager but more importantly reinforcing the types of behavior and results that are valued by the organization. While it takes time and effort, taking the time to provide constructive feedback ultimately makes your job easier. Coaching reduces complaints, builds rapport and prompts you to be proactive in both your documentation and feedback process. Most of us want to do good work. Helping people do good work feels good and is your primary responsibility as a manager.
- Culture is a broad category that includes providing employees with a sense of organizational norms— both formal and informal. Nature, and people, abhors a vacuum. If you don’t set out to help your new hires get a sense of the company culture, someone else will. Perhaps erroneously.