New employee onboarding
Upcoming SlideShare
Loading in...5
×
 

New employee onboarding

on

  • 12,672 views

approaches to an effective employee onboarding program. presentation was given at HRM Workshop Series,

approaches to an effective employee onboarding program. presentation was given at HRM Workshop Series,
Effective Onboarding, Jan 19, 2011

Statistics

Views

Total Views
12,672
Views on SlideShare
12,663
Embed Views
9

Actions

Likes
10
Downloads
843
Comments
1

7 Embeds 9

http://www.slideshare.net 3
http://mgmt.talkingvillage.com 1
https://m.facebook.com&_=1371194257892 HTTP 1
https://m.facebook.com&_=1371278239109 HTTP 1
http://home.jolidev.com 1
https://www.linkedin.com 1
http://asiahrblog.com 1
More...

Accessibility

Categories

Upload Details

Uploaded via as Apple Keynote

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel

11 of 1

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
  • excellent presentation
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • \n
  • \n
  • A typical new employee orientation agenda. A laundry list of items..\n
  • A typical new employee orientation agenda. A laundry list of items..\n
  • HR hands off the new employee to the business group manager. They go through another list of items.\n
  • HR hands off the new employee to the business group manager. They go through another list of items.\n
  • Managers want their new hire to get on the job right away.\n
  • Managers want their new hire to get on the job right away.\n
  • \n
  • New employees are often lost and confused in their new environment without someone to help them get acquainted with the organization.\n
  • \n
  • \n
  • Moving from “check-list” orientation to an onboarding experience\n
  • Moving from “check-list” orientation to an onboarding experience\n
  • Moving from “check-list” orientation to an onboarding experience\n
  • Moving from “check-list” orientation to an onboarding experience\n
  • Qualcomm case example - assessing needs\n3 critical focus areas where onboarding can make a difference\n
  • Qualcomm case example - assessing needs\n3 critical focus areas where onboarding can make a difference\n
  • Qualcomm case example - assessing needs\n3 critical focus areas where onboarding can make a difference\n
  • Qualcomm case example - assessing needs\n3 critical focus areas where onboarding can make a difference\n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • Onboarding include program targeting new grads and interns\n
  • \n

New employee onboarding New employee onboarding Presentation Transcript

  • Reducing the Fog:Approaches to EffectiveEmployee Onboarding William Chin Director, Staffing Qualcomm, Asia Pacific 1
  • Agenda• A Typical Orientation• Basic Statistics on Benefits of a Strong Onboarding Program• Approaches to Strategic Onboarding• Qualcomm Case Example - Developing and Implementing an Onboarding Program 2
  • 3
  • Welcome HR Orientation1. Ice Breaker and Intro2. Executive Welcome3. Badge and ID4. PC, Account Set-up5. Office Tour6. Meet and Greet7. Set-up Office8. Welcome Lunch9. HR, IT, Travel, Finance Policies10. Payroll, Benefits Enrollment11. Company History & Culture12. Company Values13. Training Programs 3
  • 3
  • 4
  • WelcomeBusiness Orientation 1. Business Strategy and Plans 2. Annual, Quarterly Objectives 3. Targets, Quotas, Deliverables 4. Market Analysis & Trends 5. Key Accounts 6. Customer Meetings 7. Product Roadmap 8. Monthly Report 9. Executive Visits 10. Ops Reviews 11. Technical Training 12. Vendor Engagement 13. Supplier Meetings 4
  • 4
  • 5
  • Welcome 5
  • WelcomeGet to Work! 5
  • What happened to the honeymoon period? 6
  • •How does work get done around here?•Who are key people I need to work with?•Who can tell me where are the pitfalls?•Who can show me the ropes?•Is there someone I can rely on? 7
  • Common Statistics 18 months most vulnerable period to leave 1/3 managers will fail at their new job/role average time to full productivity for 8 - 12 weeks clerical staff 18 - 22 average time to full productivity for weeks professional staff 24 - 28 average time to full productivity for weeks executives of the workforce want change jobs every 50% 3-5 years 8Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
  • Benefits of a Strong Onboarding Program 9Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
  • Benefits of a Strong Onboarding Program 9Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
  • An Experience A Process Check List 10Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
  • An Experience A Process Check List 10Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
  • An New Employee Experience Orientation Forms, Registration, Checklists, other paperwork A Process 1 Day or less w/ HR Check List 10Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
  • Onboarding Formal training classes, culture setting, values An New Employee Bootcamp or other Experience Orientation training series Forms, Registration, Checklists, other paperwork A Process 1 Day or less w/ HR Check List 10Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
  • Strategic Onboarding Integrated with hiring, socializing into org culture, mentoring, Onboarding networking Formal training Over a period of time classes, culture setting, values An New Employee Bootcamp or other Experience Orientation training series Forms, Registration, Checklists, other paperwork A Process 1 Day or less w/ HR Check List 10Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
  • 11
  • •Company-wide climate survey•Performance evaluations•Manager feedback•Employee feedback•other informal data gathering 11
  • Engagement•Company-wide climate survey •Company strategies and the employee•Performance evaluations •Connection with BU and related teams•Manager feedback •Linkage with US teams•Employee feedback •Working with virtual teams•other informal data gathering 11
  • Engagement•Company-wide climate survey •Company strategies and the employee•Performance evaluations •Connection with BU and related teams•Manager feedback •Linkage with US teams•Employee feedback •Working with virtual teams•other informal data gatheringProductivity•Multiple and competing priorities•Cross-functional project teams•Managing expectations•Ramp-up time 11
  • Engagement•Company-wide climate survey •Company strategies and the employee•Performance evaluations •Connection with BU and related teams•Manager feedback •Linkage with US teams•Employee feedback •Working with virtual teams•other informal data gatheringProductivity Retention•Multiple and competing priorities •Work-life balance, over time•Cross-functional project teams •2nd-year critical decision point•Managing expectations •Career development, promotion•Ramp-up time opportunities •New grad hires 11
  • •Reviewed existing materials•Leveraged on US work•Customized corporate content•Created new local content•Experienced Hires•New Grads Hires 12
  • 12
  • Day 0Pre-Onboarding 13
  • Email Welcome Note Day 0Pre-Onboarding 13
  • Email Welcome Note Day 0Pre-Onboarding Access to corporate information •History •Culture •Org Structure •Career Development 13
  • Day 1Orientation 14
  • Day 1Orientation 14
  • Day 1Orientation Mentor Assignment 14
  • Day 2 - 3651st Year core competencydevelopment 15
  • Day 2 - 3651st Year core competencydevelopment 15
  • Day 2 - 3651st Year core competencydevelopment •Half-Day sessions •Facilitator-led •Online self-study and pre-work •Modular format allows flexibility based on new hire volume 15
  • Facilitated Search
course
titles
throughWorkshops the
Learning
Center 16
  • Facilitated Search
course
titles
throughWorkshops the
Learning
Center 16
  • On-boarding Experience !""#$#%&($)*+,#-(.+.+,#/*012# 7$"F)"0%5$* 3))#!&4#5.(&2# !"#$%&()%* /)004%#5()%*9:#88;* =%B#%B*7"#)"#($;* =%B$0$%&* +,*-* <"3*=)%&>* D&>*=)%&>* --&>*=)%&>* . /)01%,*2%345()%*6* . ?#"&48*@$0;* . =&"#E*=%B$0$%&* . =%B#%B*G#&>)4&* !"#$%&()%*78%* . /");;*/48&4"8* . @#0$*=%B$0$%&* H4&>)"#&,* /)004%#5()%;* . =%B#%B*I)4"*J);;* . A)":#%B*5");;*B$)* C)4%3"#$;* +,*-* +,*KLLLLLLLL&>")4B>LLLLLLLL+,*<MN* !"#$%"#$&(&!)*+,#"-+&.+)*+-& 1)"23"+-& !"#$%&($)*() 6#$#7&$7)8/".("9#$3/) <"#$=&$7)>(2"%/4.) /+0& +(",)-&./) 0  1233/%%.24)*"#$%&($)*() 0  6#$#7&$7):(2")(5$) 0  ?24@#$7)#)%*"($7) !""#"$% 5(",)4&./) ;/".("9#$3/) ;"(./%%&($#4)"/;2*#($) &(")*"% !"#$%"& *&%+",$) 0%12.344.) !"#$%&#() 786496:%#) -..(#/"#$.) 5&6##() 17
  • Presented at HRM Workshop Series, Effective Onboarding, Jan 19, 2011 http://www.hrmawards.com/KMIConferences/EffectiveOnboarding_3pp_email.pdfThis presentation is based on my own opinions and does not necessarily represent Qualcomm’s strategies, position or opinions. 18