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Onboarding as a Way of Talent Management

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Onboarding as a Way of Talent Management

  1. 1. Employee Onboarding as a Way of Talent Management Said Al Darmaki, HR Head JINDAL SHADEED IRON & STEEL LLC
  2. 2. Topics to be covered  What is employee onboarding  How does the onboarding assist new hires to reach the breakpoint  Common industry statistics on the status of new hires  The best practices implemented in the onboarding programme  Illustrating a research based model of onboarding  How onboarding is implemented at JSIS
  3. 3. Employee Onboarding  process of helping new hires adjust to social and performance aspects of their new jobs quickly and smoothly” (Bauer T. D ,2010)  Process of Integrating new employees into the organization, of preparing them to succeed at their job, and to become fully engaged, productive members of the organization.. Lee D (2011).
  4. 4. The first 90 Days In “The first 90 Days”, Harvard Business School Professor Michael Watkins presents a road map for the managers to take charge in their first 90 days in management job. The book will equip new leaders with strategies and tools to get up to speed faster and achieve more sooner.
  5. 5. The first 90 Days  Promote Yourself - Establish a clear breakpoint (Tm&Exp) - Hit the Ground Running (90) - Assess your weaknesses  Accelerate Your Learning -Define your Learning Agenda (priority) -Adopting Structured Learning Methods  Match Strategy to Situation -Diagnosing the Business situation -Understanding the History
  6. 6. The first 90 Days  Build Your Team -Assessing Your Existing Team  Create Network -Identify the Key Players  Secure Early Wins -Establishing Long Term Goals -Building Credibility
  7. 7. Breakeven Point  What is the value to the organization of brining someone to that breakeven point early?  How is the organization impacted if the new person is not up to speed until seven or eight months? 7
  8. 8. Orientation VS Onboarding Orientation Onboarding One time event Frequent interaction Welcome Productive Introduction Performance training Paperwork Setting expectation Culture Organizational goals History Performance evaluation 8
  9. 9. Potential of Recruiting and Onboarding to Satisfy Maslow’s Hierarchy of Needs Self -actualization Esteem love/belonging safety/security Physiological - Onboarding’s Impact - Recruiting 9
  10. 10.  ُ Common statistics of the New Hires  “22% of staff turnover occurs in the first 45 days of employment” The Wynhurst Group  “50% of newly hired executives quit or are fired within the first three years “ Corporate leadership Council  “40-50% of new CEOs fail in the first 18 months “ Center for Creative Leadership  “The total cost of employee turnover is estimated at 150% of salary” The Wynhurst Group  At Corning Glass Works, new employees attending a structured orientation programme were 69% more likely to remain at the company up to 3 years . Ganzel, R (1998)  In US & UK found that business lose an estimated $37 billion each year as a result of employees not understanding their job. Cognisco (2010) 10
  11. 11. Benefits to Onboarding For Employees For Organization Become familiar and comfortable with Improve employee retention their job roles. Learn about organization culture and job Increase time to productivity related resources Start to build relationships and networks Increase visibility of new hires Align expectation of job and career Improve internal communications Feel engaged and valued Improve customers satisfaction Receive immediate feedback Improve company brand Create relationships with customers more Increase employee pride in quickly (internal and external) organization 11
  12. 12. The Building blocks of successful onboarding (The 4 C ) ONBOARDING COMPLIANCE CLARIFICATION CULTURE CONNECTION STRATEGY LEVEL passive Yes Some Little/ none Little/ none high potential Yes Yes Some Some proactive Yes Yes Yes Yes Compliance: Teaching employees basic legal and policy-related rules and regulations. Clarification: Ensuring the NE understand their new jobs all related expectations. Culture: providing a sense of organizational norms –both formal and informal. Connection: vital interpersonal relationships and information networks that NE must establish.
  13. 13. A Research-Based Model of Onboarding Industry, organization, size, leadership, climate and culture Recruiting Orientation Support Tools process Forms (e,g,New &processes(e.g ,Written (e,g, RJP, employee Onboarding plan, Stakeholders Orientation integration meetings) Involvement) Guide Social Self- Role Knowledge selection + efficacy + Clarity + Intergradati + Of Culture = Successful On =boarding on Feedback Coaching Tools(e.g, 360 Training (e.g, &support (e. g, Feedback hard skills, soft hiring-manager, performance skill, on HR generalist, Appraisals , boarding skills mentor feedback seeking Time for successful on boarding … ongoing pre-hire to 12 month post-entry Source: Bauer, T. N. (2010)
  14. 14. Onboarding at JSIS Joining Formalities & Company Presentation – Employee Joins other formalities Corporate HR & Admin & Welcome to Presentations Employees Presentation of Involve NE in the Encourage them to Each Dept. by Company club be part of the HODs Committees Specialized Technical Reporting to Behavioural Training Training for one Department. for one Month in case Month in case of Assign Mentor & of GETs & One week GETs.one week Buddy for each new Training for induction for joined experience hires experience hires
  15. 15. Than Q 15
  16. 16. Onboarding Checklist: The First 90 Days Before The Start Date 1.Send an organizational welcome e-mail message and attach the first week orientation schedule. 2.Provide a link to the organization’s Web site, directing the recipient to the welcome video and “fast facts” section. On Day 1 1. Greet the employee upon arrival 2. Introduce the immediate supervisor and peer mentor 3.Issue an employee identification badge and generate authorization for building access 4.Provide a copy of the employee handbook or access to its online equivalent 5. Escort the employee around the unit, making introductions, noting key locations and describing basic operations. 6. Provide a written recap of the days’ events a token to memorialize the first day e.g water bottle or t-shirt with a welcome message
  17. 17. Onboarding Checklist: The First 90 Days By the End of Day 7 1.Monitor and document the employee’s attendance at mandatory orientation sessions 2.Review basic policy and governance issues 3.Introduce the employee to the organization’s web site and intranet platform 4.Give a list of the names and telephone extensions of staff members with whom employee will interact on a regular basis. 5. Communicate general job expectations and answers any questions 5.Ensure that the employee is meeting with his/her mentor on a daily basis. 6. Confirm that the employee has a basic understanding of important organizational facts and rules. By the End of Day 15 Develop a plan to ensure acquisition of necessary skills and training within a reasonable time frame Verify that the employee has been introduced to all co-workers and is a adjusting to the new work environment Reinforce healthy communication and problem solving techniques
  18. 18. Onboarding Checklist: The First 90 Days By the End of Day 30 1.Review progress toward short-term performance goals 2.Identify and provide needed training and support 3.Maintain an “open-door’ policy and encourage questions from the employee 4.Encourage the employee to continue meeting with his/her peer mentor twice a week By the End of Day 45 1.Evaluate the employee’s familiarity with the organization’s mission, objectives and values. 2.Schedule an informal coffee break or lunch get together to discuss the employee’s questions and concerns. 3. Ask the employee for feedback regarding personal job satisfaction and issues that have emerged. 4.identify at least three accomplishments for praise and 3 areas for improvement, and create an action plan. 5.Begin discussing longer term performance goals
  19. 19. Onboarding Checklist: The First 90 Days By the End of Day 90 1.Hold a formal performance review to examine progress made towards meeting stated goals, adjusting these goals as necessary. 2.Continue to organize lunches, discussions and other informal events that help integrate the employee into the team. 3.Encourage the employee to maintain contact with his/her peer mentor on an ongoing basis. 4.Request that the employee complete an onboarding experience questionnaire

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