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Onboard, Not Overboard. How to Accelerate New Hire Training - Webinar 09.09.14

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Onboard, Not Overboard. How to Accelerate New Hire Training - Webinar 09.09.14

  1. 1. Accelerating New Hire Training
  2. 2. BIZLIBRARY.COM
  3. 3. ? HOW WOULD YOU DESCRIBE YOUR NEW HIRE TRAINING? a.Well planned and integrated with 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. 4. WHAT WE HOPE YOU’LL LEARN What is strategic onboarding Best practices to accelerate the new hire training process 5 How to measure the impact
  5. 5. WHAT IS ONBOARDING? STRATEGIC VS. TACTICAL
  6. 6. 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
  7. 7. BENEFITS OF A STRONG OBOARDING PROGRAM 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. EMPLOYEE COMPANY Strategic Onboarding. Bersin by Deloitte.
  8. 8. BENEFITS OF A STRONG OBOARDING PROGRAM 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.
  9. 9. 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%
  10. 10. 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.
  11. 11. BEST PRACTICES FOR EMPLOYEE ONBOARDING 5 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
  12. 12. PLANNING AHEAD Understand future needs and potential gaps Behavior-based interviewing Character and culture fit
  13. 13. COMPANY GOALS AND CULTURE Mission, strategy, and goals What is the employee’s impact? Information flow and learning
  14. 14. 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
  15. 15. EXPECTATIONS AND GOALS Learning style and preferences Management style Feedback and coaching Performance measurements
  16. 16. Learning resources and content Resource delivery LMS and mobile Off-the-shelf and custom video TECHNOLOGY AND TRAINING
  17. 17. MENTORING AND COACHING Knowledge, support and resources Career guidance and feedback Cross functional
  18. 18. COMPETENCY LEVELS CORE COMPETENCIES Industry and culture JOB FAMILY COMPETENCIES Business discipline ONBOARDING AND NEW HIRE TRAINING JOB ROLE COMPETENCIES Level of mastery required
  19. 19. 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
  20. 20. 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
  21. 21. MICROSOFT 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
  22. 22. THE MANAGER’S ROLE Performance expectations Regular feedback Employee engagement
  23. 23. MEASURING THE IMPACT PRODUCTIVITY TIME TO PRODUCTIVITY RETENTION EMPLOYEE AND CUSTOMER SATISFACTION EMPLOYEE REFERRALS INNOVATION SAFETY AND COMPLIANCE
  24. 24. 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.
  25. 25. 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
  26. 26. 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.
  27. 27. 1.Onboarding and new hire training should be considered a strategic initiative of your organization. 2.Successful strategic onboarding programs are good for the bottom line and the overall health of your organization. 3.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. KEY TAKE-AWAYS
  28. 28. www.bizlibrary.com/webinars TUES: 9.16 EMPLOYEE TRAINING: WHY SHORT VIDEO GETS BIG RESULTS THURS: 9.25 HOW TO MEASURE EMPLOYEE TRAINING EFFECTIVENESS AND IMPACT TUES: 9.30 SINK OR SWIM? SUPPORTING THE TRANSITION TO NEW MANAGER
  29. 29. BIZLIBRARY.COM Jessica Petry Marketing Specialist jpetry@bizlibrary.com @JessLPetry @BizLibrary Chris Osborn Vice President of Marketing cosborn@bizlibrary.com @chrisosbornstl

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