Accelerating
New Hire Training
6,000+ Courses. 25 Topic Areas.
Unlimited Access.
Improve your employees' performance with the
largest and fastest-growing...
How would you describe your
new hire training?
a. Well planned and integrated with
the organizational goals and culture.
b...
What You’ll Learn:
1. What is strategic
onboarding?
2. Five best practices.
3. Measuring the
impact.
Strategic vs. Tactical
WHAT IS
ONBOARDING?
Onboarding, also known
as organizational socialization, refers to
the mechanism through which
new employees acquire the ne...
BENEFITS OF A STRONG ONBOARDING PROGRAM
FOR EMPLOYEES FOR COMPANY
Strategic Onboarding. Bersin by Deloitte, 2008.
Become f...
BENEFITS OF A STRONG ONBOARDING PROGRAM
FOR EMPLOYEES FOR COMPANY
Strategic Onboarding. Bersin by Deloitte, 2008.
Align ex...
52% of new hires are engaged in the
first 6 months.
Engagement dips to 44% for
employees under the 10-year mark.
Gallup, S...
Strategic Onboarding. Bersin by Deloitte, 2008.
18 MONTHS
The most vulnerable time for a new hire to leave.
8-12 weeks
avg...
1. Planning ahead.
2. Integrating company goals
and culture.
3. Outlining expectations, goals
and success criteria.
4. Uti...
Planning Ahead
• Understand future
needs and potential
gaps.
• Behavior-based
interviewing.
• Character and
culture fit.
Company Goals and Culture
• Mission, strategy,
goals.
• What is the
employee’s
impact?
• Information flow
and learning.
Building a Social Network
of managers who fail to onboard successfully cite
failure to establish effective working relatio...
Expectations and Goals
• Learning style and
preferences.
• Management style.
• Performance
measurements.
• Feedback and
co...
Technology and Training
• Resource delivery.
• LMS and mobile.
• Off-the-shelf and
custom video.
Mentoring and Coaching
70% of Fortune 500 companies offer mentoring
programs. 77% of those with mentoring programs report
...
COMPETENCY LEVELS
CORE COMPETENCIES
Industry and culture
JOB FAMILY COMPETENCIES
Business discipline
JOB ROLE COMPETENCIES...
WELCOME AND MTU
New Hire Learning Plan
Training Room Login Instructions
MTU Overview from President
Your Computer Overview...
PCI AND COMPANY POLICY
New Hire Learning Plan
PCI Compliance
PCI Quiz
WORKPLACE POLICY
Employee Awareness Series: Sexual H...
OFFICE ESSENTIALS
New Hire Learning Plan
How to Use Outlook 2010
MS Office 2010 Excel: Tips, Tricks and Shortcuts
Part1
MS...
The Managers Role
• Performance
expectations.
• Regular feedback.
• Employee
engagement.
Measuring the Impact
• Productivity
• Time to productivity
• Retention
• Satisfaction
• Employee referrals
• Innovation
• ...
IMPACT DIRECT OR INDIRECT METRICS
Productivity Direct Quantitative measure of job duty or objective:
• Sales
• Customer co...
IMPACT DIRECT OR INDIRECT METRICS
Retention Direct The high cost of repeating hiring is well
documented. Very easy to meas...
IMPACT DIRECT OR INDIRECT METRICS
Culture Indirect Some would call it assimilation; it often affects
counter productivity....
1. Planning ahead.
2. Integrating company goals
and culture.
3. Outlining expectations, goals
and success criteria.
4. Uti...
BIZLIBRARY.COM
RECOMMENDED BIZLIBRARY RESOURCES
A Question of Evidence – The
Behavioral-based Interview
(22 minutes)
Build...
Onboard, Not Overboard. Accelerating New Hire Training. Webinar 04.02.14
Onboard, Not Overboard. Accelerating New Hire Training. Webinar 04.02.14
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Onboard, Not Overboard. Accelerating New Hire Training. Webinar 04.02.14

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In this webinar, we'll discuss five ways to accelerate the time it takes to get a new employee up to speed.
- See more at: http://www.bizlibrary.com/bizblog.aspx#sthash.mmU7v3B4.dpuf

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Onboard, Not Overboard. Accelerating New Hire Training. Webinar 04.02.14

  1. 1. Accelerating New Hire Training
  2. 2. 6,000+ Courses. 25 Topic Areas. Unlimited Access. Improve your employees' performance with the largest and fastest-growing library of on-demand training videos and eLearning courses today!
  3. 3. How would you describe your new hire training? a. Well planned and integrated with the 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 You’ll Learn: 1. What is strategic onboarding? 2. Five best practices. 3. Measuring the impact.
  5. 5. Strategic vs. Tactical WHAT IS ONBOARDING?
  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. Bauer, T.N. and Erdogan, B. APA Handbook Of Industrial And Organizational Psychology
  7. 7. BENEFITS OF A STRONG ONBOARDING PROGRAM FOR EMPLOYEES FOR COMPANY Strategic Onboarding. Bersin by Deloitte, 2008. 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.
  8. 8. BENEFITS OF A STRONG ONBOARDING PROGRAM FOR EMPLOYEES FOR COMPANY Strategic Onboarding. Bersin by Deloitte, 2008. Align expectations of jobs and careers. Improve internal communications. Feel engaged and valued. Improve customer satisfaction. Receive immediate feedback. Improve company brand. Create relationships with customers more quickly. Increase employee pride in company.
  9. 9. 52% of new hires are engaged in the first 6 months. Engagement dips to 44% for employees under the 10-year mark. Gallup, State of the American Workplace 2013]According to an Aberdeen Benchmark Report, effective onboarding improves… • Retention rates 52% • Time to Productivity 60% • Overall customer satisfaction 53%
  10. 10. Strategic Onboarding. Bersin by Deloitte, 2008. 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. 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, 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. Make connections inside and outside the workplace. Introduce to key people. Enterprise social network. 60%
  15. 15. Expectations and Goals • Learning style and preferences. • Management style. • Performance measurements. • Feedback and coaching. Companies lose $37 billion each year as a result of employees not understanding their jobs. Cognisco 2010
  16. 16. Technology and Training • Resource delivery. • LMS and mobile. • Off-the-shelf and custom video.
  17. 17. Mentoring and Coaching 70% of Fortune 500 companies offer mentoring programs. 77% of those with mentoring programs report that these programs are effective in increasing retention. Forrester 2010 Knowledge, support and resources. Cross functional. Career guidance and feedback.
  18. 18. COMPETENCY LEVELS CORE COMPETENCIES Industry and culture JOB FAMILY COMPETENCIES Business discipline JOB ROLE COMPETENCIES Level of mastery required ONBOARDING AND NEW HIRE TRAINING
  19. 19. WELCOME AND MTU New Hire Learning Plan Training Room Login Instructions MTU 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 WORKPLACE POLICY Employee Awareness Series: Sexual Harassment Ethics for Everyone Undeliverable: Email Etiquette for Today’s Workplace
  21. 21. 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 Managers Role • Performance expectations. • Regular feedback. • Employee engagement.
  23. 23. Measuring the Impact • Productivity • Time to productivity • Retention • Satisfaction • Employee referrals • Innovation • Culture • Safety • Compliance • Loyalty
  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. Planning ahead. 2. Integrating company goals and culture. 3. Outlining expectations, goals and success criteria. 4. Utilizing technology and online training. 5. Involving managers.
  28. 28. BIZLIBRARY.COM RECOMMENDED BIZLIBRARY RESOURCES A Question of Evidence – The Behavioral-based Interview (22 minutes) Build a Network - New hires have a network of resources for coaching, feedback and skill building (2 minute)
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