In this webinar, we'll discuss five ways to accelerate the time it takes to get a new employee up to speed. - See more at: http://www.bizlibrary.com/bizblog.aspx#sthash.mmU7v3B4.dpuf

1. Accelerating
New Hire Training

2. 6,000+ Courses. 25 Topic Areas.
Unlimited Access.
Improve your employees' performance with the
largest and fastest-growing library of on-demand
training videos and eLearning courses today!

3. How would you describe your
new hire training?
a. Well planned and integrated with
the organizational goals and culture.
b. We conduct an orientation for new
employees, however it isn’t
strategic.
c. We cover the basics. After that
they’re on their own.
d. Sink or swim.

4. What You’ll Learn:
1. What is strategic
onboarding?
2. Five best practices.
3. Measuring the
impact.

6. Strategic vs. Tactical
WHAT IS
ONBOARDING?

7. 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.
Bauer, T.N. and Erdogan, B. APA Handbook Of
Industrial And Organizational Psychology

8. BENEFITS OF A STRONG ONBOARDING PROGRAM
FOR EMPLOYEES FOR COMPANY
Strategic Onboarding. Bersin by Deloitte, 2008.
Become familiar and
comfortable with their job roles.
Improve employee retention.
Learn about company culture
and job-related resources.
Increase time to productivity.
Start to build relationships and
networks.
Increase visibility of new hires.

9. BENEFITS OF A STRONG ONBOARDING PROGRAM
FOR EMPLOYEES FOR COMPANY
Strategic Onboarding. Bersin by Deloitte, 2008.
Align expectations of jobs and
careers.
Improve internal
communications.
Feel engaged and valued. Improve customer satisfaction.
Receive immediate feedback. Improve company brand.
Create relationships with
customers more quickly.
Increase employee pride in
company.

10. 52% of new hires are engaged in the
first 6 months.
Engagement dips to 44% for
employees under the 10-year mark.
Gallup, State of the American Workplace 2013]According to an Aberdeen Benchmark
Report, effective onboarding improves…
• Retention rates 52%
• Time to Productivity 60%
• Overall customer satisfaction 53%

11. Strategic Onboarding. Bersin by Deloitte, 2008.
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
1/3 managers fail at their
new job/role.
50% of the workforce
want to change jobs
every 3-5 years.

12. 1. Planning ahead.
2. Integrating company goals
and culture.
3. Outlining expectations, goals
and success criteria.
4. Utilizing technology and online
training.
5. Involving managers.

13. Planning Ahead
• Understand future
needs and potential
gaps.
• Behavior-based
interviewing.
• Character and
culture fit.

15. Company Goals and Culture
• Mission, strategy,
goals.
• What is the
employee’s
impact?
• Information flow
and learning.

16. Building a Social Network
of managers who fail to onboard successfully cite
failure to establish effective working relationships as
a primary reason.
Make connections inside
and outside the
workplace.
Introduce to key people.
Enterprise social network.
60%

17. Expectations and Goals
• Learning style and
preferences.
• Management style.
• Performance
measurements.
• Feedback and
coaching.
Companies lose $37 billion each year as a result of employees
not understanding their jobs. Cognisco 2010

18. Technology and Training
• Resource delivery.
• LMS and mobile.
• Off-the-shelf and
custom video.

19. Mentoring and Coaching
70% of Fortune 500 companies offer mentoring
programs. 77% of those with mentoring programs report
that these programs are effective in increasing
retention.
Forrester 2010
Knowledge, support and
resources.
Cross functional.
Career guidance and
feedback.

20. COMPETENCY LEVELS
CORE COMPETENCIES
Industry and culture
JOB FAMILY COMPETENCIES
Business discipline
JOB ROLE COMPETENCIES
Level of mastery required
ONBOARDING
AND NEW HIRE
TRAINING

21. WELCOME AND MTU
New Hire Learning Plan
Training Room Login Instructions
MTU Overview from President
Your Computer Overview
MT Employee Handbook
TLO Associates How-to-Guide
MT Company Review - Welcome

22. PCI AND COMPANY POLICY
New Hire Learning Plan
PCI Compliance
PCI Quiz
WORKPLACE POLICY
Employee Awareness Series: Sexual Harassment
Ethics for Everyone
Undeliverable: Email Etiquette for Today’s
Workplace

23. OFFICE ESSENTIALS
New Hire Learning Plan
How to Use Outlook 2010
MS Office 2010 Excel: Tips, Tricks and Shortcuts
Part1
MS Office 2010 Excel: Tips, Tricks and Shortcuts
Part 2
MT Community – a How-to-Guide
CONTINUE WITH CORE AND JOB ROLE COMPETENCIES

24. The Managers Role
• Performance
expectations.
• Regular feedback.
• Employee
engagement.

25. Measuring the Impact
• Productivity
• Time to productivity
• Retention
• Satisfaction
• Employee referrals
• Innovation
• Culture
• Safety
• Compliance
• Loyalty

26. IMPACT DIRECT OR INDIRECT METRICS
Productivity Direct Quantitative measure of job duty or objective:
• Sales
• Customer complaints
• Production units
• Reporting errors
Organizational measures, such as incremental
revenue or reduction of costs.
Counter productivity: number of calls to the IT help
desk
Before and after performance ratings and
evaluations.
Time to Productivity Direct A measure of productivity but about how long
instead of how much.
Time to first sale or successful completion of other
job-specific task.
Time to full productivity as compared to “veteran”
employee.
Creative Onboarding Programs: Tools for Energizing Your Orientation Program. Doris Sims 2011.

27. IMPACT DIRECT OR INDIRECT METRICS
Retention Direct The high cost of repeating hiring is well
documented. Very easy to measure and huge
impact.
Turnover within first year
Satisfaction Indirect Similar to “buyer’s remorse” and contributes
indirectly to several other categories.
Employee satisfaction
Before and after “New Employee” survey
.
Employee Referrals Direct Like retention, can have a huge impact and is easy
to measure.
Number of employee referrals from first-year
employees
Innovation Indirect Indirect in that it can impact productivity and cost-
savings.
Number of suggestions
Number of improved processes
Manager and leadership feedback

28. IMPACT DIRECT OR INDIRECT METRICS
Culture Indirect Some would call it assimilation; it often affects
counter productivity. Examples:
• Number of manager interventions
• Number of HR interventions
• Manager and leadership feedback
Safety Direct Can relate directly to bottom-line costs and is a
very big concern.
• Insurance expenses
• Medical expenses
• Safety fines
• Number of accidents
.
Compliance Direct Can relate directly to bottom-line costs and is a
very big concern.
• Number of HR infractions
• Legal expenses
Loyalty Indirect Encompasses elements of retention, satisfaction,
and culture.
Before and after “New Employee” survey.
Creative Onboarding Programs: Tools for Energizing Your Orientation Program. Doris Sims 2011.

29. 1. Planning ahead.
2. Integrating company goals
and culture.
3. Outlining expectations, goals
and success criteria.
4. Utilizing technology and online
training.
5. Involving managers.

30. BIZLIBRARY.COM
RECOMMENDED BIZLIBRARY RESOURCES
A Question of Evidence – The
Behavioral-based Interview
(22 minutes)
Build a Network - New hires have
a network of resources for
coaching, feedback and skill
building (2 minute)