In this webinar we'll discuss five ways to accelerate the time it takes to get a new employee up to speed. http://www.bizlibrary.com/bizblog/posts/2013/december/onboard,-not-overboard-accelerating-new-hire-training.aspx

1. Accelerating
New Hire Training

2. 4,000+ Courses. 25 Topic Areas. Unlimited Access.

3. WHAT WE’LL COVER:
1. What is strategic onboarding?
2. Five best practices.
3. Measuring the impact.
BIZLIBRARY.COM

5. Strategic vs. Tactical

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. BENEFITS OF A STRONG ONBOARDING PROGRAM
FOR EMPLOYEES
FOR COMPANY
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.
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.
Strategic Onboarding. Bersin by Deloitte, 2008.

8. ]
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%

9. 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.
18 MONTHS
The most vulnerable time for a new hire to leave.
Strategic Onboarding. Bersin by Deloitte, 2008.

10. 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.

11. Planning Ahead
•
Understand future
needs and potential
gaps.
• Behavior-based
interviewing.
•
Character and
culture fit.

13. Company Goals and Culture
•
Mission, strategy,
goals.
•
What is the
employee’s
impact?
•
Information flow
and learning.

14. Building a Social Network
Make connections inside
and outside the
workplace.
Introduce to key people.
Enterprise social network.
60% of managers who fail to onboard successfully cite failure to
establish effective working relationships as a primary reason.

15. Expectations and Goals
Companies lose $37 billion each year as a result of employees
not understanding their jobs. Cognisco 2010
• Learning style and
preferences.
• Management style.
• Performance
measurements.
• Feedback and
coaching.

16. Technology and Training
•
Resource delivery
•
LMS and mobile
•
Off-the-shelf and
custom video

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

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

19. New Hire Learning Plan
OFFICE ESSENTIALS
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

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

21. Mentoring and Coaching
Knowledge, support and
resources.
Cross functional.
Career guidance and
feedback.
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

22. The Managers Role
• Performance
expectations
• Regular feedback
• Employee
engagement

23. Measuring the Impact
•
•
•
•
•
•
•
•
•
•
Productivity
Time to productivity
Retention
Satisfaction
Employee referrals
Innovation
Culture
Safety
Compliance
Loyalty

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. 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 costsavings.
Number of suggestions
Number of improved processes
Manager and leadership feedback

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.
•
•
•
•
.
Compliance
Direct
Insurance expenses
Medical expenses
Safety fines
Number of accidents
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. 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. In a world of learning and development where
complexity is the enemy, BizLibrary has developed a
to delivering high
quality learning, anywhere, anytime.
MICHAEL ROCHELLE
Chief Strategy Officer
Brandon-Hall Group
BIZLIBRARY.COM

29. 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)
BIZLIBRARY.COM

30. Free trial of the BizLibrary Collection or Demo
4,000+ Courses. 25 Topic Areas. Unlimited Access.
Cloud-based learning and performance management.
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31. Chris Osborn
Vice President of Marketing
cosborn@bizlibrary.com
@chrisosbornstl
Jessica Batz
Marketing Specialist
jbatz@bizlibrary.com
@jessbatz
@BizLibrary
BIZLIBRARY.COM