Measuring Onboarding Metrics

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Provides the insight on how to measure the metrics for onboarding programs.

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Measuring Onboarding Metrics

  1. 1. Tonkin Onboarding Talent ForumMeasuring HR Metrics of Managed Onboarding Programs: Tracking Results Tony Wiggins Team Leader Special Projects Division of the Chief Health Officer, Queensland Health 17 April 2012
  2. 2. My Contribution Today… discuss the onboarding (OB) metrics used bythe Queensland Building Services Authority(BSA) and possibly your organisation to ensureengagement and retention in line with corporatestrategy.
  3. 3. Key Points• OB builds individual and organisational engagement/retention• Benchmarking OB metrics• Measuring impact• OB not a stand alone HR metric• HR as a partner in business
  4. 4. BSA - A Snapshot• established 1992• sets home building construction standards• coordinates completion of defective work• provides support, education and advice• funded by licensee fees• 326 employees• head office - West End, Brisbane + 7 regional offices• staff - building construction, insurance and legal• learning + development function - head office
  5. 5. HR Metrics - BSA style Drives Business Results HR Metrics Leadership Relationship OrganisationalDevelopment Management Capability Benchmarking and Research Learning and Development Initiative Smart State Workforce Strategy
  6. 6. Where the journey started ... No Direction Visionary CEO Unskilled Staff HR = Change Integrated Systems Budget Problems Framework
  7. 7. Take a reality check ... • Kirkpatrick/Phillips + Stone • Research/benchmarking • Post graduate qualifications • Evidence based practice • Set realistic targets - people and metrics • Level 4 + 5 consume the most resources • ROI measures impact on business
  8. 8. 3 Ds supports ROIDesign and Develop• OB aligned to business /individual competencies• 70:20:10 learning modelDeliver (4 elements) Pre-online learning Corporate Scenario based learning Building site visit
  9. 9. OB Scorecards Level Measurement ToolsSystem Individual 1. Reaction Participant satisfaction Course evaluation 2. Learning Changes in knowledge, Pre + post tests skills and attitudes 3. Application Changes in on-the-job - 6 week follow-up meetings behaviour /teleconferences; - 6 week evaluation surveys • Impact Measured changes to - 3/6 monthly evaluation business KPIs surveys;Economic - Participation in business improvement projects and business process reviews. 5. ROI Compared program benefits to the costs - Track improvements - 12/24 mths - Annual Employee Survey - Annual Customer Continuum Survey
  10. 10. Making Sense of the Data • Solid evidence of change • Link – 3D’s and 70:20:10 Rule • Estimated ROI results - varies • Level 3 transfer of learning 30%  competency • Level 4 - 6 and 12 months 50% ROI $1: $50
  11. 11. Success @ TimeNational RecognitionHuman Resource Magazine Awards• Best Learning & Development Strategy 2004 + 2005• Best HR Champion (CEO) 2005• Best Change Management Strategy (Finalist) 2005• AHRI QLD HR Award Finalists 2005Organisational ROI Benefits• Linked to PM competencies• Lifelong learning culture• Leadership Development Pipeline
  12. 12. Critical Success Factors• Small flexible agency - change ready• Visionary General Manager• Executive sponsorship• ROI linkage to corporate goals and PM competencies• In-house HR expertise
  13. 13. • It takes time• PDCA model• Integration - HR and the business• Resource intensive• Engage stakeholders @ all times• External bias free evaluation strategy• Fresh external perspective, new outcomes
  14. 14. HR as Strategic Partners Recruitment - Onboarding Leadership and Involve Cultural Fit Culture Everyone Recognition and Interesting and Rewards Fun WorkplaceSource: BCG Creating People Advantage 2008
  15. 15. Tony WigginsTeam Leader-Special ProjectsChief Health Officer, Queensland HealthEmail: tony_wiggins@health.qld.gov.au
  16. 16. Integrating Research and Data (1+1=3) 10:20:70 Rule - Workplace Learning

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