This document discusses onboarding best practices for new employees. It defines onboarding as helping new hires acquire the necessary knowledge, skills, and behaviors to become effective members. A strong onboarding program offers many benefits like improved retention, productivity, and engagement. It recommends planning onboarding by integrating company goals and culture, outlining expectations, using technology for training, and involving managers. It also provides ways to measure the impact of onboarding through metrics like time to productivity, retention, and satisfaction.

2. ?
DO YOU HAVE AN
ONBOARDING
PROGRAM IN YOUR
ORGANIZATION?

3. ? HOW WOULD YOU
DESCRIBE YOUR NEW
HIRE TRAINING?

4. WHAT WE HOPE YOU’LL
LEARN
Best practices you can apply to accelerate the
new hire training process.
How you can measure the impact of your
new hire onboarding.

6. WHAT IS ONBOARDING?
STRATEGIC VS. TACTICAL

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

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

9. Align expectations of jobs and
careers.
Improve internal
communications.
Feel engaged and valued.
Improve customer
satisfaction.
Receive immediate feedback. Improve company brand.
EMPLOYEE COMPANY
Strategic Onboarding. Bersin by Deloitte.
BENEFITS OF A STRONG ONBOARDING PROGRAM

10. 52%
44%
EMPLOYEE ENGAGEMENT
DROPS BY 8% AFTER THE
FIRST 6 MONTHS OF
EMPLOYMENT.
SOURCE: Gallup, State of the
American Workplace 2013
RETENTION RATES BY
TIME TO PRODUCTIVITY BY
CUSTOMER SATISFACTION BY
According to an Aberdeen Benchmark Report, EFFECTIVE
ONBOARDING improves…
52%
53%
60%

11. Strategic Onboarding. Bersin by Deloitte.
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. PLANNING AHEAD
INTEGRATING
COMPANY GOALS
AND CULTURE
OUTLINING
EXPECTATIONS,
GOALS AND
SUCCESS
CRITERIA
UTILIZING
TECHNOLOGY AND
ONLINE TRAINING
INVOLVING
MANAGERS
5 BEST PRACTICES FOR EMPLOYEE ONBOARDING

13. PLANNING AHEAD
Understand future needs and
potential gaps
Behavior-based interviewing
Character and
culture fit

15. COMPANY GOALS AND
CULTURE
Mission, strategy, and 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.
60%
Make connections inside and
outside the workplace
Introduce to key people
Enterprise social networks
SOURCE: SHRM, Onboarding New Employees: Maximizing Success

17. EXPECTATIONS AND GOALS
Learning preferences
Management style
Feedback and coaching
Performance measurements

18. PURPOSE AND CONTEXT
DRIVE: Mastery, Autonomy,
and Purpose
Connect their jobs to the
bigger picture
Communicate the
organization’s strategic plan

19. Learning resources and content
Resource delivery
LMS and mobile
Off-the-shelf and custom video
TECHNOLOGY AND
TRAINING

20. MENTORING AND COACHING
Knowledge, support and
resources
Career guidance and feedback
Cross functional

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

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

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

24. MICROSOFT OFFICE ESSENTIALS
New Hire Learning Plan
How to Use Outlook 2013
MS Office 2013 Excel: Tips, Tricks and Shortcuts
Part1
MS Office 2013 Excel: Tips, Tricks and Shortcuts
Part2
MT Community – a How-to-Guide
CONTINUE WITH CORE AND JOB ROLE COMPETENCIES

25. THE MANAGER’S ROLE
Performance
expectations
Regular feedback
Employee
engagement

26. MEASURING THE IMPACT
PRODUCTIVITY
TIME TO PRODUCTIVITY
RETENTION
EMPLOYEE AND CUSTOMER SATISFACTION
EMPLOYEE REFERRALS
INNOVATION
SAFETY AND COMPLIANCE

27. 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.

28. 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

29. 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.

30. KEY TAKE-AWAYS
Onboarding and new hire training should be considered a strategic
initiative of your organization.
Successful strategic onboarding programs are good for the bottom line
and the overall health of your organization.
The five best practices: planning ahead, integrating your company’s goals
and culture, outline expectations, utilize technology and online resources,
and get your managers involved.

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DURATION: 2 min.
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Sr. Marketing Specialist
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