Onboarding Retrospective - A Different Path to Better Onboarding Experiences
A DIFFERENT PATH TO
CARRIE MISSELE -PRACTICE LEAD,
LEARNING AND DEVELOPMENT AT INSPIRANT GROUP
FEBRUARY 23, 2023
11:00 AM PT
2:00 PM ET
7:00 PM BST
Level-Up your HR with Flexible
Employee Management Software
Our mission at GoCo is to help small businesses spend less
time on manual, painful, and complex HR tasks, so they can
focus on growing happier, more productive teams. We hope
by doing so, we can empower companies to focus on their
own employees and mission.
Backed by notable investors such as Salesforce Ventures and
featured as the #1 HR platform in Forbes, Huffington Post,
and Entrepreneur Magazine, GoCo is delivering a more
delightful workplace to thousands of businesses and their
Learn more about what separates us from the pack at
Have questions about
Click on the Questions panel to
interact with the presenters
Having issues with todays
presentation? Try Dialing in!
TO USE YOUR TELEPHONE:
You must select "Use Telephone" after joining
and call in using the numbers below.
United States: +1 (415) 655-0060
Access Code: 197-774-483
Audio PIN: Shown after joining the webinar
The Benefits of Great Onboarding
When onboarding is done well it lays a foundation for long-term success
for the employee and the employer. It can improve productivity, build
loyalty and engagement, and help employees become successful early in
their careers with the new organization.
• 68% stay for three years
• 58% stay for more than five years
• 50% greater productivity
• Decreased time to proficiency
The Five Types of Onboarding
There's a proven link between high quality onboarding programs and improved retention,
engagement, and productivity.
Day One Day Five Day Fifteen Day Thirty
Welcome breakfast with
Daily AM check-in with buddy Daily AM check-in with
Daily AM check-in with
Tour of office/distribution of tech Observe teammate Observe Customer Service
Breakfast/coffee with direct
HR meeting and paperwork Introduce yourself to three
people (email, chat, in-person)
Attend CS team meeting Revisit expectations of role
and communication best
Lunch with team Lunch with teammate Lunch with CS Team Lead Lunch with cohort
Core Values Discussion Overview of Scavenger Hunt Meeting with direct manager
and CS Team Lead
Meeting with direct manager Compliance eLearning Systems eLearning Provide anonymous feedback
about experience so far
Introduction to peer buddy PM check-in with buddy PM check-in with buddy PM check-in with buddy
Large healthcare client was experiencing low engagement, decreased retention, and long
time to proficiency for customer service representatives.
• Incorporate FUN elements
• Leverage technology
• Use data to drive curriculum
• Upskill trainers
Challenges of Hiring Managers
Hiring Managers carry a lot of the weight when it comes to welcoming a new employee to
• Communication skills
Support for Hiring Managers
There are things you can do to help make the onboarding more successful.
• Set clear expectations
• Provide coaching where needed
• Share templates
• Assign a colleague to manage the schedule
Practice Lead, Learning and
Development at Inspirant
Notes de l'éditeur
Thank you Rayvonne and welcome everyone! I’m happy to be here talking about one of my favorite topics, new hire onboarding.
As Rayvonne mentioned, my name is Carrie Missele. I am the Learning and Development practice lead for Inspirant Group. I manage various teams of learning experts that specialize in building custom learning solutions, including onboarding programs, for companies of all sizes.
So, how are we going to spend the next 60 minutes together?
First, we’re going to level-set on what new hire onboarding should be. Then, we’ll briefly discuss the benefits of a great onboarding program (though I have a hunch most of you know them already because you’re here). I’ll then give you a little help in determining the goals for your program before introducing the five types of onboarding. From there, I’ll share a sample schedule so you can see it in action.
Lastly, before we transition to questions, I’ll share my thoughts on the challenges hiring managers face when adding someone new to their team and offer a few suggestions on how you can help.
Let’s get started!
I want to hear from you first. In your opinion, what’s the BEST word to describe what onboarding should be?
Thanks everyone for your response.
For those who are wondering, it’s a trick question! ALL five adjectives are important when building your onboarding program. So, how do you know if your program includes these elements?
If you’re in the early stages of building a program or have an existing program, it’s a great idea to solicit feedback from your employees and colleagues. Ask new hires who’ve recently been through the onboarding about their experience. And allow them to respond anonymously to questions such as:
Did you feel prepared to join your team and contribute right away?
Do you feel connected to your colleagues?
What would you change about the experience?
It’s also important to reach out to tenured colleagues to get their thoughts on what might be missing from the program. Do they feel the new hires were prepared to join their team? What would they include, knowing what they know about the organization you work for? You might be surprised to learn about the wonderful things your current employees enjoy about the organization; this is your opportunity to highlight elements you might not be thinking about.
Did anyone pick up on the fact that I said to solicit anonymous feedback? It’s essential your new hires and tenured colleagues share their candid feedback without having to attach their name to it, even if it’s critical of the program or organization. You won’t be able to build an effective action plan if you don’t have insight into your blind spots.
To level set on what I’m talking about when I say ‘onboarding’, I’m referring to what happens in addition to what a lot of companies call ‘orientation’. When I think of orientation, I think of the HR paperwork and technology distribution. The operational things that are necessary to complete, though don’t contribute to goal of preparing the new hire for their new role.
When onboarding is done well it lays a foundation for long-term success for the employee and the employer. It can improve productivity, build loyalty and engagement, and help employees become successful early in their careers with the new organization.
The Human Capital Institute has found that companies invested in improving the onboarding experience are more likely to see key benefits, such as increased engagement levels, decreased time to proficiency, and decreased turnover
When employees are highly engaged, your customers are happier too, which leads to more profit!
Also, according to Hireology, 69% of employees who undergo effective onboarding are more likely to stay with an employer for at least three years, and 58% are more likely to stay on for more than five years. Additionally, organizations that invest in an effective onboarding program retain 50% more of new hires than their competitors do. For any of you who’ve done the math on what turnover costs the organization, these stats are for you!
In addition to higher employee retention, a standardized employee onboarding program leads to 50% greater productivity than non-standardized onboarding. (source: https://www.linkedin.com/pulse/benefits-effective-onboarding-wes-dove-shrm-cp-chbc/)
When I think of the productivity of a new hire, I think of the time it takes for them to be proficient in their role. Time to proficiency refers to the time needed or taken by an individual to acquire the skills and knowledge necessary to reach an acceptable level of performance. A long ‘time to proficiency’ can be costly to an organization.
One of the biggest benefits of onboarding is its effect on employee performance. A standard onboarding process reduces time to proficiency and boosts new-hire productivity by up to 50 percent. But according to SHRM, only 29% of employees feel prepared and supported to excel in their roles.
And….that’s why we’re here today! You no doubt already know WHY you should build a great onboarding program, so let’s get into the HOW.
Let’s take another poll.
Please answer the question: Is your onboarding centralized or decentralized?
Thanks for responding!
When I think of centralized onboarding, I imagine a team of people or one person who’s job it is to manage the program for all new hires. They are responsible for the HR paperwork, tech distribution, compliance training, overall execution of the onboarding, and answering any questions the new hires have.
It’s a big job, with a lot of moving parts. There are benefits to a centralized program, mostly the singular focus of the person or team leaves less room for error or mistakes. It also ensures everyone who joins the organization has a similar onboarding experience. On the flip side, a centralized program by nature is more general and doesn’t address individual roles and their specific job-related needs.
A decentralized onboarding program leaves the task of preparing new hires for their roles to the individual team or department. Benefits to decentralized program include job-related specifics are included, and the new hire is integrated into the team from day one.
There isn’t a right or wrong way to structure your program, it really comes down to what your organization can successfully manage. If you’re deciding between the two, I think it helps to consider the goals for your program. Here are a few suggestions:
Clearly defining roles and responsibilities
Helping employees build social networks (matching them with peers, a mentor, etc)
Setting regular check-ins
Establishing an open-door policy
After exploring options, you might land on my favorite structure, which is a hybrid of the two. You can centralize the ‘orientation’ paperwork and tech distribution with human resources. The overall schedule can also be managed by someone in a centralized way.
From there, collaborating with each department on how to best prepare a new hire for success is essential. This is a lot more work up front, though the program should be evergreen when complete, with only a few updates needed as policies or structures change.
Refers to the ‘orientation’ I’ve been referring to today. At its most basic level, onboarding is about providing the tools and equipment that the employee will need to carry out their job. To prepare for a new hire’s arrival, organizations should create a checklist of requirements so that nothing gets missed.
You could also talk with colleagues in critical departments like IT to determine how far in advance they can issue technology to a new hire. It’s a real bummer when you start a new job, and your equipment isn’t ready for you. In my opinion, there should be no reason an employee doesn’t have the tech they need on day one . Ensuring they have what they need is a great way to make a first impression!
Next is Knowledge Onboarding
This is about the transfer of knowledge to do the job. A training course with an inspiring talk by the CEO may give an insight into the company culture, and is a great idea, by the way, though not necessarily helpful in learning the skills needed to do the job.
Information for new hires should be delivered in small chunks more effectively. Often the knowledge is in people’s heads in organizations. So perhaps your process is understanding who has the answers and including them in the program. When you involve others who are champions of the organization and experts in the role, it can also help drive connection between employees.
The third type of onboarding is Performance Onboarding
New hires should be given short-term objectives and milestones that are achievable from day one. These objectives and milestones can be general, like introducing themselves to essential colleagues, and more job specific, like observing colleagues and providing feedback. It’s important your new hires feel they are adding value early on. Soliciting their thoughts about a process is beneficial for them and the organization. The organization can benefit from a fresh set of eyes.
People benefit from clear expectations. Setting goals that are achievable gives your new hire a roadmap, and also gives you something to hold them accountable to. This is also the moment to begin incorporating regular feedback into the interactions between the new hire and their colleagues. If you observe the new hire doing something great, tell them! And, if you notice problematic behavior, assume it’s because the new hire isn’t away or doesn’t know better, and give them the critical feedback so they can make adjustments.
Remember when I mentioned a goal of your program should be to help your new employees build social networks? Social Onboarding is about people feeling included, understood and known as a person. Assigning a new hire a peer buddy from the beginning helps them feel less alone. A buddy can be there as a friendly face, facilitate introductions, help demonstrate social norms within the organization, and answer questions the new hire may feel uneasy about asking anyone else. Social onboarding can start as soon as someone officially accepts the job offer. You can send company swag to their house, ask them to fill out an ABOUT ME form so you can have a few of their favorite things on their desk when they arrive on day one, and even have them complete assessments, such as DISC, so you can begin to understand to gather insight into their communication style.
The last type of onboarding I’ll mention today is Talent Onboarding
It’s good for business to retain talented people, and to know who’s good at what within your organization. You can keep a database of skillsets and keep track of the many talents of your people. It’s also a great idea to involve your new hires in decision-making from early on. If you hired someone with prior project management experience, though their new role doesn’t include PM work, you could still introduce them to others who will benefit from having a thought partner in that area.
Let’s take a look at a sample schedule and examine where I was able to include these types of onboarding.
Here’s a sample onboarding schedule I put together. Please note, this schedule assumes the new hire is not in a customer service role nor a role that requires intense systems knowledge. (I believe those types of onboarding programs should be structured differently.)
In my mind, this is a schedule that can be modified to onboard multiple people at once. If you’re onboarding a cohort, you can use the same schedule and add specifics to some of the elements, depending on who the person is. I wrote this schedule in support of the program goals I shared with you earlier. As a reminder, they are:
Clearly defining roles & responsibilities from day one;
Matching new hires with peers;
Helping employees build social networks within the workspace;
Setting regular check-ins during a new hire’s first year;
Establishing an open-door policy.
Can you identify activities that are in support of the program goals? The meeting with the new hire’s direct manager occurs on Day One so the manager can set expectations of the next 30 days…and maybe even 60 and 90 days too.
Lunch with team members and colleagues throughout the first 30 days allows for relationships to begin to form.
Daily AM and PM check-ins give your new hire a buddy to help navigate situations as they come up. Those daily check-ins can certainly move to less frequent as time goes on.
The solicitation of feedback from the new hire on day 30 supports the ‘open-door’ policy we’re aiming for. As I mentioned earlier, It’s important to ask the new hire about their experience and gather feedback, positive or critical.
Here are a few additional activities I’d like to draw attention to before we analyze the program and determine if it includes the five types of onboarding.
On Day One, I included HR paperwork and technology distribution. As we’ve discussed, these are necessary, yet not very fun. There’s no need to start the day with them. I suggest beginning with something fun that drives connection and generates excitement in the new hire. A breakfast with leadership is just the thing! (and including the peer buddy in the breakfast is also a great idea!)
There’s also something called Core Values Discussion on Day One. The conversation includes reviewing the core values of the organization and having a conversation about what it looks like to behave in a way that supports those values. For example, if your company’s core value is HAVE INTEGRITY, you would ask your new hires to describe the ways they could show their colleagues they have integrity. Specifying and describing behaviors in support of the core values gives them a roadmap for how to behave at your organization. It also clears up any questions they might have about what’s acceptable in your environment.
Remember company cultures vary, and just because specific behavior is expected at yours, doesn’t mean it is everywhere. I once had a client tell me a story about a guy on his team who was consistently late to meetings. My client was growing increasingly irritated at the employee’s tardiness. When he met with him to give him feedback and set appropriate expectations, he learned that his employee wasn’t deliberately trying to be rude or disrespectful. His new team member shared that the company he worked for before joining this company was very lax about meeting start times and it was common for people to show up at quarter past the hour.
There are also multiple incidents of the new hire meeting with and observing colleagues from other departments. Not only do these interactions drive connections across departments and functions, they also help your new employee understand how they fit into the company as a whole. There’s tremendous benefit to the organization when employees understand how their work and the decisions they make affect others up and downstream.
Now let’s see how well I incorporated the five types of onboarding we discussed earlier. Let’s start with Operational onboarding. Remember, at its most basic level, onboarding is about providing the tools and equipment that the employee will need to carry out their job. CLICK SLIDE
You’ll see this schedule includes a few instances of operational activities. Next is Knowledge onboarding. This is about the transfer of knowledge to do the job. CLICK SLIDE
I’ve highlighted the knowledge activities in blue. Let’s look at the performance onboarding activities. This is about communicating short term goals for the new hire. CLICK SLIDE
Notice these are conversations with colleagues, most often the direct manager.
CLICK SLIDE The social onboarding activities are highlighted in orange. These are opportunities for your new hire to connect formally and informally with colleagues.
Now, as you’ve probably noticed, I didn’t include any Talent onboarding activities in the first 30-days. As you get to know your coworker and they begin to feel more comfortable, they’ll reveal their specific skills. At that point, you can incorporate opportunities for them to share their expertise with others.
If you’ve picked up on the fact that there are more orange squares than any other, that’s intentional. Prioritizing relationships and giving new hires opportunities to connect with others will foster trust among colleagues and inspire a much more collaborative work environment.
A large healthcare payer needed a revitalized onboarding program that would keep pace with the changing needs of the business, decrease pressure across functional areas like HR and IT, close existing skill gaps, and reduce turnover in this new hybrid and remote working world.
We designed a best-in-class training experience that leveraged existing curriculum and incorporated new technology to enhance engagement, energize trainers, and meet the needs of the business.
Results and Outcomes:
The program, for the first time, addresses the unique needs of the training specialists, learners, and healthcare members.
Happier and more engaged learners, and training specialists
Structured, engaging, and fun content
Reduced speed-to-proficiency (the baseline of which was higher than industry standards)
Enhanced curriculum with integrated soft-skill training to elevate the member-centric experience
Updated training competency model
Successful teach back sessions focused on capabilities and learner support
Can we do open-ended chat questions? Add answers in the chat?
The best way to support the hiring manager is to centralize the execution of the schedule. Assign one or more people to run the program and manage the logistics of onboarding one or many people. From there, you can prepare the hiring manager for the integration of the new hire onto their team.
Offer 90-day handbook with detailed descriptions and expectations