Productivity and Onboarding

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Productivity and Onboarding

  1. 1. Call in 866-740-1260, Access Code: 7511251Webinar: Best Practices for Improving Workplace Productivity and Organizational Performance 1
  2. 2. Best Practices for Improving Workplace Productivity and Organizational Performance May 2012John Bradford, Senior Vice President, Consulting and Training Services Philip Shuler, Vice President, Enterprise Solutions Services
  3. 3. Diverse Base of Marquee Customers Financial Services Retail & Consumer Travel & Hospitality Education & Government Technology Healthcare Energy & Utilities Business Services Customer Highlights • 11,000+ active customers • Customer base includes 152 Fortune 2000 companies • Represented in over 120 countries
  4. 4. Our Value PropositionProfiles International offers solutions that enable organizations toselect the right people and develop them to their full potential. • Selection • Development • Coaching • Managing • Succession Planning 4
  5. 5. Why  We’re  Here Today…Share Best-in-Class Practices that result in . . .• Increase retention• Achievement of first performance milestones• Greater hiring manager satisfactionDramatically increase the productivity of youremployees… 6
  6. 6. 5 How Did You Feel the First Day in a New Job? 31 62 4 7 7
  7. 7. How Did You Feel the FirstDay in a New Job? 8
  8. 8. How Did You Feel the First Day in a New Job? 9
  9. 9. Best-in-ClassThe highest current performancelevel in an industry, used as astandard or benchmark to beequaled or exceeded.Also called best of breed and best practice. 10
  10. 10. Best PracticeA method or technique that has consistentlyshown results superior to those achieved withother means, and that is used as a benchmark. Best Process 11
  11. 11. Who Determines Best-in-Class? 12
  12. 12. 2012 Research* 298 Enterprises 13
  13. 13. Benchmarking the Best-in-Class 14
  14. 14. Benchmarking the Best-in-Class 15
  15. 15. Pressures Driving Onboarding in 2012 16
  16. 16. Best-in-Class! Source: Aberdeen Group, April 2012 17
  17. 17. Best-in-Class!Share several common characteristics, including:  Centralized onboarding process  Includes both the tactical and strategic elements  Define key metrics in advanceResults: drive organizational performance, accelerateproductivity and improve engagement. Source: Aberdeen Group, April 2012 18
  18. 18. 19 19
  19. 19. OnboardingThe strategic processdesigned to acclimatenew employees intothe organization andprepare them tocontribute to a desiredlevel as quickly aspossible. 20
  20. 20. The Evolution of Onboarding 21
  21. 21. Key Drivers for Strategic Onboarding 22
  22. 22. The Real World Productivity gains tied to quicker onboarding process. Time to Contribution of Onboarding Process #2 Full Time to Contribution of Productivity Onboarding Process #1 Productivity Level Shaded region represents the gained productivity Time in Job 23
  23. 23. Key Players 24
  24. 24. Boosting Productivity Through Onboarding “The productivity of work is not the responsibility of the worker but of  the  manager.”  – Peter Drucker More than ever before, hiring managers and HR departments are being held accountable foraccelerating productivity through onboarding initiative. 25
  25. 25. The Bottom Line• Improving Work-place productivity• Organization Performance 26
  26. 26. Achieving Best-in-Class Status 27 27
  27. 27. Today’s  FocusHow to Achieve Best-in-Class Status by:• Minimizing the time to take an employee to full-productivity• Creating a positive and productive onboarding experience• Giving new employees or transitioning employees a head start 28
  28. 28. Profiles Client Overview Kidney Dialysis Clinics 40,000 + Employees 8,800 + Clinics 29
  29. 29. The Solution ProfileXT® utilized for onboarding Strategy Involvement – Multiple Levels Integrated Technology (ATS/PMS) 30
  30. 30. ProfileXT® (PXT) utilized for onboarding • Performance Models • Top Performers • Global Benchmarks Remember  the  2  “What’s”  What can I expect of them?  What will they require of me? 31
  31. 31. Strategy Talent Assessment Strategy SELECTION PERFORMANCE SUCCESSION MANAGEMENT PLANNINGMeasure Core Traits Training Mobility Define Talent Coaching “Bench  Strength” Job Match Communication Onboarding ENGAGEMENT · RETENTION High Performance Workforce 32
  32. 32. Multi-Level Involvement 33
  33. 33. Integrated Technology  Applicant Tracking  Performance Management 34
  34. 34. Performance Models/Job Profiles 35
  35. 35. Best PracticesAlign with the BusinessExtend the length of the programConsider the Full PictureStandardize/CustomizeTackle Cross-BoardingMeasure the processInvest in Technology 36
  36. 36. What’s  the  difference?Onboarding! Cross-boarding! Transitioning! ? ? ? 37
  37. 37. What’s  the  difference? Onboarding! 38
  38. 38. What’s  the  difference? Cross-boarding! 39
  39. 39. What’s  the  difference? Transitioning! 40
  40. 40. Required Actions: Laggard Extend the onboarding process. Define what success looks like. Make engagement part of the equation. 41
  41. 41. Required Actions: Industry Average Centralize your strategy Establish a clear owner Invest in technology 42
  42. 42. Required Actions: Best-in-Class Link onboarding to learning Include contingent labor Consider social media 43
  43. 43. Why  We’re  Here Today…Share Best-in-Class Practices that result in . . .• Increase retention• Achievement of first performance milestones• Greater hiring manager satisfactionDramatically increase the productivity of youremployees… 44
  44. 44. 45
  45. 45. Contact Us Profiles Assessment Asia (Pte.) Limited An Authorized Strategic Business Partner of Profiles International14 , Robinson Road, #08-01A, Far East Finance,Singapore 048545Email: info@profiles.com.sgTelephone: 65717031Fax: 63334636Website: http://www.profiles.com.sg Share , Connect and Follow Us Know your people..Grow your business

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