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Onboarding is a Process Not an Event - Heather Carey, Senior Manager Employee Success, Constant Contact

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Onboarding is a Process Not an Event - Heather Carey, Senior Manager Employee Success, Constant Contact

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Onboarding is a Process Not an Event - Heather Carey, Senior Manager Employee Success, Constant Contact presented at MassTLC and General Assembly's Tech Community's Guide to Onboarding 2/2/16 at WeWork Boston

Onboarding is a Process Not an Event - Heather Carey, Senior Manager Employee Success, Constant Contact presented at MassTLC and General Assembly's Tech Community's Guide to Onboarding 2/2/16 at WeWork Boston

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Onboarding is a Process Not an Event - Heather Carey, Senior Manager Employee Success, Constant Contact

  1. 1. Onboarding is a Process not an Event
  2. 2. 4% of new hires leave a job after a disastrous first day 80% of new hires decide to stay or go within their first SIX months of employment Turnover can cost a company 3X the former employee’s salary *Bersin by Deloitte & Harvard
  3. 3. High Level Overview Today Why Onboarding Matters Successful Onboarding Practices CTCT’s Onboarding Strategy Tools for Success
  4. 4. The Case for Onboarding at CTCT • Faster time to Productivity • Increase Engagement & Job Satisfaction • Increase Cross Functional Collaboration • Culture Acclimation
  5. 5. Hiring Manager HROps IT Facilities New Hire Train HRBP’s Dept. Leaders TMT Exec. Team New Hire Team Sport
  6. 6. New Hire Lifecycle Pre-Board Accept – day 1 Core New Hire Week 1 Dept. Onboarding First 60 days Leadership LiftOff First 90 days New Manager Coaching Week 1 survey 45 day check in 90 day check in
  7. 7. Pre- Board Tips for Success PRE BOARD ENGAGE! Welcome Gift “About Us” Email Department Buddy
  8. 8. Core New Hire Training “ I have worked for several companies before CTCT, and this, was by far the best and most comprehensive New Hire orientation.”
  9. 9. Department Onboarding 30 – 60 days  Focus on dept. impact on business  Identify teams interdependence  Understand department culture  Each team participates
  10. 10. 10 Leadership LiftOff  Connect with and learn from our leaders  Drill down into CTCT vision & strategy  Identify employee growth opportunities First 90 days
  11. 11. Set them up for…
  12. 12. Success Factors 90 days  New Hire is actively contributing within 90 days  A solid understanding of the: • Business • Customer • Product  New Hire sees connection to how role impacts team, dept. and business  Hiring Manager is engaged
  13. 13. Be Careful!
  14. 14. If you do nothing else, do these four things…. 1. One special outreach during pre-boarding process 2. Make sure their area is welcoming 3. Let them know why they matter 4. Develop a simple 90 day plan
  15. 15. And DON’T… • Abandon a new employee in a conference room to fill out paperwork • Schedule their first day when the hiring manager is not in • Fail to provide basic tools and a clean space • Assume that no news is good news
  16. 16. I can’t afford the time to Onboard my New Hire! •You can’t afford not to!!
  17. 17. LaunchPad You Never Get a Second Chance to Make a First Impression
  18. 18. Tools for Success
  19. 19. Checklist: First 30 days ENGAGE  Send welcome announcement to team/ key contacts and cc New Hire.  Meet New Hire @9am their first day and take them to lunch Wednesday.  Book weekly one-on-ones and monthly check-ins for first 90 days. SET UP FOR SUCCESS  Discuss your management style and expectations.  Explain performance management @CTCT including:  Monthly check-ins  90 day check-in  EDPs  Talent Reviews  Review 90 days “Success Plan” including: (see template in appendix)  Key people to meet  Measureable easy to achieve 90 day goals  Regular meetings they should attend  Confirm Department Onboarding with HRBP. TACTICAL: Map the lay of the land…  Confirm New Hire has completed compliance training* *New hires must complete compliance e-learning within 14 days of employment or risk not being able to come to work  Transportation and parking  Bathrooms  Frequently used conference rooms  DL lists  Supplies  Review useful tools i.e. SSO, online map, org chart, UltiPro, etc. Helpful Tips What matters to a New Hire the first week…  The onboarding experience is smooth, educational, inspirational and fun.  They know what to expect in their first 30 days.  Their office space is clean and the team is welcoming.
  20. 20. Launch Your New Hire’s Success Simple 90 day Success Plan 1. Our 90 day check in date will be: 2. Our one-on-ones will be (date/ time): 3. Your HRBP is: 4. Your department buddy is: 5. How your job impacts the team/ dept./company: 6. Who do you need to depend on regularly and for what: 7. What regular meetings do you: a) Need to attend b) Should attend c) Are Nice to attend 8. Your first 90 day goals are: Make them measurable and easy to attain so New Hire is clear about expectations and will have a sense of accomplishment 1. Goal/ success metric 2. Goal/ success metric 3. Goal/ success metric
  21. 21. ABOUT ME: Heather Carey Senior Manager Employee Success Hcarey@constantcontact.com @heathercarey "Train people well enough so they can leave, treat them well enough so they don't want to” -Richard Branson

Notes de l'éditeur

  • Onboarding an under valued and over looked piece of talent strategy. We spend on average $7k - $10k to recruit a new hire, and yet many companies invest zero dollars to onboard them.

    At CTCT we want employees to bring their bodies, heads, hearts and spirit to work and help drive our customer’s success
  • And yet the statistics show that not paying attention to early engagement has consequenses

    People make decisions early -- 45 day dip

  • Accelerate engagement and success of new hires with memorable experiences and content that WOWs
  • To accomplish this we need a full team across function

    The HM relationship is the key to it overall success

    What made a difference? We came to role clarity and agreement amongst groups and now have a weekly 15 min stand up for IT, Core new training, hrops and facilities the week before each launch date
  • Once the team was set we developed our 90 day onboarding program, launchpad

    planned new program for 2016 –” through the new hire’s lens” @90 days

  • As soon as the req is closed you need to start engaging the hiring manager as well as the new hire

    Don’t let your hiring managers fade into the night
  • Discover what makes CTCT a great place to work
    Understand core values and culture
    Explore our customer experience – LISTEN TO CALLS, mirror a customer’s experience by diving into our product and developing campaigns

    95%+ of the new hires fill out the survey - average score is 4.9 out of 5



  • You don’t need leadership team. Have them host a quarterly welcome lunch – or monthly “lunch and learns” with various exes from each team in Dept, More important you have an enthusiastic, knowledgeable employee – who can educate and inspire

    Given them a flavor for the Dept., not a firehose of information

    Side note, open Dept. Onboardings to other employees as part of career exploration and increasing cross functional collaboration
  • 25 minute “Talks” on history, vision and strategy – AND Q&A
    Hosted lunch with Execs (marked tables)
  • What New hires are asking themselves…
    Do I have a desk
    Is it clean
    Is my team welcoming
    Did I make the right decision

    It begins the moment you post a role

    Onboarding is a process not an event

    Onboarding takes a village, make sure your process is flawless

    Connect new hire role to overall success of team, dept. and business

    Hiring Manager Engagement
    Develop checklists
    Communicate reminders

    Learn the product

    Set them up for quick wins/ success in first 90 days with a concrete measurable plan
    learn the business, understand the product/ service
    Know our customer
    ask for feedback
    meet regularly

    Assign a Buddy

    Assign a Mentor
  • Slide in
  • Don’t give too much information at once – they won’t remember, and you will turn them off
  • And when you have a hiring manager tell you they don’t have time to onboard..
  • Because as we all know…
  • We have check lists for hiring managers at the pre board, 30 day and 60-90 day mark

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