Model for onboarding
Source: Bauer & Erdogan, 2011
Best Practices for Onboarding
✔ Implement the basics prior to the first day on the job.
✔ Make the first day on the job special.
✔ Use formal orientation programs.
✔ Develop a written onboarding plan.
✔ Make onboarding participatory.
✔ Ensure that the program is monitored over time.
✔ Use milestones, such as 30, 60, 90 and 120 days on the job—and up to one year post-organizational
entry—to check in on employee progress.
✔ Include key stakeholder meetings as part of the program.
✔ Be crystal clear with new employees in terms of:
◉ Being one of the biggest firms of the world, Microsoft hires almost 10,000
employees every year. With such a large influx of newcomers each year,
Microsoft saw an opportunity to leverage onboarding of employees around
Keeping On-boarding up-to-date at
Microsoft, which has an entire HR team devoted to keeping their
onboarding program up-to-date, came up with these wonderfully simple
• Managers play a critical role
• Peer mentors provide “safe havens” for new employees to ask questions, gain
knowledge and explore the culture
• “everyone’s job”—not just HR’s
• Team members play a critical role in providing support, knowledge and a
◉ The Microsoft Academy for College Hires aka - MACH, is an
onboarding program designed to recruit top-performing engineers and
graduates in IT and provide them with a comprehensive on-boarding
Microsoft-IT provides them guidance and help them excel in their
career in Microsoft.
Source : www.microsoft.com/mach
Source : SHRM Foundation’s Effective Practice Guidelines Series
IBM “Assimilation Process”
IBM takes a very proactive approach to onboarding, and does it in three stages:
Source : www.nolimitsasia.com / tranformational_onboarding
What is Employee Engagement ?
◉ In simple terms, Employee engagement is the level of
commitment and involvement an employee has towards their
organization and its values.
◉ An engaged employee is aware of business context, and
works with colleagues to improve performance within the job
for the benefit of the organization.
Aspects of Employee Engagement
◉The employees and their own unique psychological
make-up and experience.
◉The employers and their ability to create the
conditions that promote employee engagement.
◉Interaction between employees at all levels.
Two concepts that we continually see in top-performing companies:
1) business and talent strategies are intimately connected
2) leadership and employee engagement are essential for success.
◉ A 5% increase in employee engagement is linked to a 3% increase in revenue growth in
the subsequent year
◉ Employers enjoy strong leadership, reputations, and performance orientation in addition
to strong employee engagement.
Culture of employee Engagement
The Aon Hewitt
lead to better
Employee Engagement Model
Reference - http://www.aon.com/attachments/human-capital-consulting/2015-Trends-in-Global-Employee-Engagement-Report.pdf
• Speak positively about the
organization to co-workers, potential
employees, and customers.
• Have an intense sense of belonging
and desire to be a part of the
• Are motivated and exert effort toward
success in their jobs and for the
A personal connection employees have with their job,
organization, manager, or team that motivates them to
excel at their work
Speak positively about
Desire to be a member
of the organization
Go beyond what is
Driving Engagement by managers
Trust in Senior
◉Zensar’s Employee Engagement Score of 83% ,a benchmark in the
industry (as measured by the Hewitt Engagement Survey) bears testimony
to the fact that Zensar’s people policies have been appreciated by its
◉ Acknowledging performance-driven individuals through a Total Rewards
approach that provides compensation for the associates, and by creating a
flexible work culture while delivering great career opportunities
Total Rewards Model
• Soft loans for education, medical
exigencies for self and family.
• Vehicle loans as well as hard
• Special skills allowance for those
with rare or niche skills
• Shift allowances.
• Performance based Employee Stock
• Re-imbursement of educational
expenses for approved certifications
and education programmes
• Extension of the medical insurance
policy to parents
• Compensatory holidays
• Training, skill development
and motivational sessions
• Excursions and outdoor
activities to strengthen team
• Vision community
•Women Excellence Forum
◉Have been part of Zensar since 2001.
◉Brings together employees from different
◉Discuss ideas in various rounds.Leads to innovation and their
◉Performed in various rounds.
◉Employee-centric companies share a purpose-
driven culture focused on developing, recognizing,
and motivating employees.
◉Reward plays a part in engagement, but only up to
a point. Employees
should be rewarded, but not-over rewarded.
Process thru which new employees move from being organizational outsiders to becoming org insiders.
Compliance is the lowest level and includes teaching employees basic legal and policy-related rules and regulations. • Clarification refers to ensuring that employees understand their new jobs and all related expectations. • Culture is a broad category that includes providing employees with a sense of organizational norms— both formal and informal. • Connection refers to the vital interpersonal relationships and information networks that new employees must establish.
The best companies build and sustain a culture of engagement, led by CEOs who understand that employee engagement is not just a “nice to have” but critical to achieving business results. Leaders in these elite organizations also understand that employee engagement is primarily their responsibility
These are the engagement drivers within management control—brand, leadership, performance, the work, the basics, and company practices.
companies with higher engagement levels also have better talent, operational, customer, and financial outcomes.
over the course of the measurement, we saw that in actuality 13% of those who were engaged became disengaged, and 15% who were previously disengaged became engaged (+15% – 13% = 2% net engagement effect).
mb • Soft loans for education, medical exigencies for self and family. • Vehicle loans as well as hard furnishing loans • Special skills allowance for those with rare or niche skills • Shift allowances for those working in non-standard hours. • Performance based Employee Stock Options • Re-imbursement of educational expenses for approved certifications and education programmes • Extension of the medical insurance policy to parents
Nb • Compensatory holidays for those who work on holidays and weekends to meet client deliverables. • Training, skill development and motivational sessions through the year to augment associates’ skill base thereby enabling them to improve their productivity. • Excursions and outdoor activities to strengthen team spirit and build a cohesive work environment for team excellence. • Adventure sports, theatrical as well as musical ventures and sports club, are also an integral part of the organisation which are identified as great ways to pump up employee spirit. • Vision community is a unique initiative at Zensar where the formal strategy development process in the organisation begins at an informal level. It is a platform for all Zensarians across the levels to come together and formulate strategies for the organisation. This is done to give each associate a chance to add to the organisational development. WOMEN EXCELLENCE FORUM
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