Commercial On-Boarding Excellence: Bringing New Employees up to Productivity Quickly and Effectively (Research Summary)
 

Commercial On-Boarding Excellence: Bringing New Employees up to Productivity Quickly and Effectively (Research Summary)

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  • Note that while a majority of the Total Benchmark Class identified corporate culture and overview as very important, a majority of the Pharma/Device segment did not identify them as very important. The different perspectives may be a reflection of different priorities: Only 27 percent of the Pharma/Device segment identified retention as a primary goal for on-boarding while 50 percent of the Total Benchmark Class did identify retention as a primary goal. Spending time on corporate culture and a corporate overview during on-boarding is an engagement activity that impacts retention.

Commercial On-Boarding Excellence: Bringing New Employees up to Productivity Quickly and Effectively (Research Summary) Commercial On-Boarding Excellence: Bringing New Employees up to Productivity Quickly and Effectively (Research Summary) Presentation Transcript

  • 0Copyright © Best Practices®, LLCCommercial On-Boarding Excellence:Bringing New Employees Up To ProductivityQuickly and EffectivelyBest Practices, LLC Strategic Research & Analysis
  • 1Table of Contents• Project Overview, p. 2• Universe Of Learning For This On-Boarding Benchmark Analysis, p. 5• Key Benchmark Findings & Observations, p. 9• Benchmark Participant Demographics, p. 26• On-Boarding Program Structure and Scope, p. 29• Engaging Employees Quickly & Effectively: Critical On-Boarding ProgramElements, p. 40• Creating High “Set Points” for Productivity, Positive Attitude & Loyalty: KeyProgram Objectives, p. 48• Training on Technology, Mentor Systems & Managing Peak Hire Periods:Other Critical Success Factors, p. 61• Technology Platforms & Applications That Are The Cornerstones of On-Boarding Success, p. 67• Understanding Company Culture, Values & Strategy: The Importance of“Soft” Factors To Success, p. 74• On-Boarding Pitfalls, Lessons Learned & Best Practices, p. 80• About Best Practices, p. 85
  • 2Copyright © Best Practices®, LLCProject Blueprint To Inform On-Boarding SuccessBenchmarkSurveyDeep DiveInterviewsTargetMajorPharmaceutical,Biotech&MedicalDeviceCompaniesTools ForInsight:SegmentAnalysis:EngageResearchParticipants:• Which On-BoardingActivities FosterRetention• Evaluation of Topicsand Venues thatEnhance On-BoardingExperience• What is the OptimumAmount of Time for anOn-Boarding Program• How do youEffectively Measurethe Success of anOn-Boarding ProgramBenchmark ThemesTo Examine:Study Protocol:Key Areas Probed:• On-BoardingStructure &Scope• EngagingEmployees/Retention• On-BoardingPriorities andEffectiveness• Speed toProductivity• Technologyand OtherTools for On-BoardingThis benchmark study analyzes factors associated with on-boarding (Learning &Development) activities – including structure, objectives, and effectiveness – to helpleadership evaluate the organization’s approach to on-boarding relative to other marketleaders.Focus:AllCompaniesOn-BoardingLeadershipPharma-Device
  • 3Copyright © Best Practices®, LLCUniverse of LearningIn total, 33 Training and Development leaders with On-Boarding responsibilities among 33 national andglobal organizations participated in this research. All study participants answered all or relevant parts of acomprehensive Commercial On-Boarding performance benchmark assessment. In addition, selectedexecutives provided qualitative insights through deep-dive interviews and “lessons learned” observations.
  • 4Copyright © Best Practices®, LLCCommercial Function is Largest On-BoardingTargetApproximately what percentage of the employees that your organization on-boards come fromeach of the following corporate functions?Other functions,31%Corporatefunctions(e.g.,Finance, Legal),8%Commercialfunctions(e.g.Sales &Marketing), 36%Management, 8%Research &Developmentfunctions, 16%(N=11) (N=31)Pharma/Device Segment Total Benchmark ClassOther functions,11%Corporatefunctions(e.g.,Finance, Legal),9%Commercialfunctions(e.g.Sales &Marketing), 65%Management, 5%Research &Developmentfunctions, 10%*Other Responses from the Total Benchmark Class- Operations(4), Engineering and Program Management, Global - foreignaffiliates, Consultants/ Contractors/ Laborers (2), Physicians, Individual functional managers, Technical / Services(2),Manufacturing(2), Medical function, Environmental and Safety, Occupational Health etc*Other Responses from the Pharma/Device Segment- Manufacturing, Operations(2), Technical Support, Environmental and Safety,Occupational Health etcCommercial operations are routinely cornerstones of on-boarding programs. In thesecustomer-facing and revenue-creating functions, speed to productivity can dramatically liftor drive performance. Many other functions utilize on-boarding programs but at a lower ratethan sales and marketing functions.
  • 5Copyright © Best Practices®, LLCAll Employee Types Use On-Boarding ProgramsWhich of the following employee types are included in your on-boarding activities ?(N=11) (N=33)100%55%73%45%9%97%45%42%33%3%New hires fromoutside the companyContract employeesCurrent employeesmoving into newfunctional areasEmployees absorbedin merger/acquisitionOtherPharma/Device Total Benchmark ClassBoth the Total Benchmark Class and Pharma/Device Segment listedInterns as a group included in on-boarding activities.New hires are the target for on-boarding across all companies. Interestingly, many otheremployee types – including contract, intra-company transfers, and merger employees)utilize on-boarding activities as well.
  • 6Copyright © Best Practices®, LLC81%81%78%78%69%15%15%15%15%23%74%70%7%4%Create an onboarding schedule fornew employeeUse a standardized onboardingchecklist, thats centrallywarehoused, to ensureSet up computer, phone, log inpassword, office suppliesSchedule new employee to attendNew Employee OrientationSessionSet up workspace and computerNew employee completes personalinformation for HRIS throughonlineSend an announcement via emailto the department announcing thenew hire and start dateHighly Important Somewhat ImportantBefore Day 1: Set Up On-Boarding Schedule & WorkStationWhat activities are important for the company to accomplish prior to the first day to help ensure on-boardingsuccess and early employee engagement ?Pharma/Device Segment Total Benchmark Class(N=10) (N=27)80%80%80%60%60%20%20%30%20%60%60%10%4%Create an onboarding schedule fornew employeeSchedule new employee to attendNew Employee Orientation SessionSet up computer, phone, log inpassword, office suppliesSet up workspace and computerSend an announcement via email tothe department announcing thenew hire and start dateNew employee completes personalinformation for HRIS through onlineHighly Important Somewhat ImportantConfirm personal offer letter sent tonew employee by manager, HumanResources head or a key executiveFor both employee and organizational success, It’s important to do several things before anew hire’s first day: Creating an on-boarding schedule for the employee and setting up theworker’s work station are two important steps, participants agreed.
  • 7Copyright © Best Practices®, LLCReaching Productivity Quickly Key On-Boarding GoalKey Program Goals & Objectives: Which of the following are primary or secondary goals andobjectives of your on-boarding program?Successfullyintegrating newhires into thecorporate cultureDecreasingthe time foremployees toreach fullproductivityHelpingemployeesbuildrelationshipsAffirming theemployeesdecision tojoin thecompanyIncreaseemployeeretentionPrimaryGoal45% 64% 36% 27% 27%SecondaryGoal55% 36% 55% 55% 45%Not a Goal 0% 0% 9% 18% 27%PrimaryGoal65% 67% 47% 33% 50%SecondaryGoal35% 27% 43% 50% 40%Not a Goal 0% 7% 10% 17% 10%Pharma-Device -n=11TotalBenchmarkClass -n=30Getting employees up to productivity quickly is a primary goal for both segments. Whilethe Total Benchmark Class places a high premium on integrating employees into thecorporate culture and increasing retention, the Pharma/Device segment places less of anemphasis on these objectives. This signals improvement opportunities for the sector.
  • 8Copyright © Best Practices®, LLCOn-Boarding Programs Have Many Objectives(N=8)What additional goals and objectives are important to your program?• Set up on company systemsand tools• Increase employeeengagement• Provide product knowledgetraining on focus productlines.• Industry regulationrequirements• Ensure quick adaptation totechnology used• Safety and Quality SystemsTraining• For college hires -- transitionfrom school to workenvironment• Acclimating to the companyculture• Benefits overview• How to use CRM and quotingsystem.• Employee Benefits• Personal/Job Satisfaction forthe new employeePrimary Goals Secondary GoalsMany companies customize and tailor parts of their on-boarding programs to supportspecialized objectives that are important to the organization’s success. Goal diversityranges from employee engagement and safety to CRM and quoting systems training.
  • 9Copyright © Best Practices®, LLCTechnology Training, New Hire Feedback Keys toOverall On-Boarding Program SuccessPlease indicate the importance to the overall success of your on-boarding program of each of the followingcomponents?(N=10) (N=28)Pharma/Device Segment Total Benchmark Class75%75%64%64%61%57%54%18%25%29%29%18%36%7%Technology training/setup (e.g.,using hardware & systems)Collecting new hire feedback onthe processGeneral employee orientation(e.g., HR forms, benefitsinstruction, corporate policies)Introduction to corporate cultureIntroductions to trainingcurriculumJob success guidelinesCorporate overview (e.g.,mission, history, values)Very important Somewhat important100%80%70%60%60%60%60%20%30%40%40%20%Introductions to trainingcurriculumTechnology training/setup (e.g.,using hardware & systems)Collecting new hire feedback onthe processGeneral employee orientation(e.g., HR forms, benefitsinstruction, corporate policies)Commercial strategy overview(e.g., products, goals)Networking opportunities withpeersJob success guidelinesVery important Somewhat importantBoth segments placed high importance on two things: Training on an organization’stechnology – which is important to quickly bring new hires up to productivity - andcollecting feedback from new hires on the on-boarding process – a trait of continuousimprovement that ensures the on-boarding process is not static.
  • 10Copyright © Best Practices®, LLCOther, 12%1 day, 19%Not offeredthroughonboardingprogram, 19%2 days, 12%Less than oneday, 38%Other, 20%1 day, 20%Not offeredthroughonboardingprogram, 20%2 days, 10%Less than oneday, 30%Technology Training a Day or Less at Many CompaniesHow long is spent during on-boarding acclimating new hires to company technology andsystems?(N=10) (N=26)Pharma/Device Segment Total Benchmark Class*Other Responses from the Total Benchmark Class- 6 days, Manager doesbased on needs, self service for IT help*Other Responses from the Pharma/Device Segment- Manager does based onneeds, self service for IT helpHalf of both segments devote a day or less to acclimate new hires to a company’stechnology and its systems. Twenty percent, meanwhile, don’t offer technology training aspart of their on-boarding programs – a recognition that technology is a part of everydayprofessional and personal life and some groups require less extensive training.
  • 11Copyright © Best Practices®, LLCStandardization• “Creating a well-laid out and standardizedon-boarding schedule”• “Provide additional self-directeddevelopment”• “Provide mandatory training duringorientation”• “Coordinate process across functions”Technology• “Determine which items best covered livevs. via e-learning”• “Technology access, with job aides onhow to use and access information”• “Synchronize systems so data feedsseamlessly”Set Expectations• "Provide basic commitments from thecompany and expectations of employeeduring orientation”• “Solicit Feedback”What are your top three lessons learned or best practices for rapidly and successfully on-boarding new employees?Personal Interactions a Theme of Best PracticesMentor• "On the job training and mentoring aremost effective”• “Implementing mentor program”• “Peer trainer to provide information oninformal workings of team/company”• “Discussion with high performers”Relationships• “Need to leverage face-to-face time tobuild relationships and communicate themost important things”• “Connect with people that will help themdo their jobs in the near future”• “Long-term engagement”Other• “Clearly train on focus products benefits,features, specifications, advantages,competitive positioning and ability to doone stop shopping with our company”Interactions with other employees – from sessions with leaders to mentor programs – was a theme thatsurfaced in many of respondents’ lists of best practices for successfully on-boarding new employees.
  • BEST PRACTIC12Copyright © Best Practices®, LLCBest Practices, LLC is a research and consulting firm that conducts workbased on the simple yet profound principle that organizations can chart acourse to superior economic performance by studying the best businesspractices, operating tactics and winning strategies of world-classcompanies.Best Practices, LLC6350 Quadrangle Drive, Suite 200, Chapel Hill, NC 27517919-403-0251best@best-in-class.comwww.best-in-class.comAbout Best Practices, LLCLink for Report: Bringing New Employees Up To Productivity Quickly and Effectively