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New Employee Orientation


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A high level look at considerations for training new employees. Compares new employee orientation for geographically dispersed employees to the starfish model of business design.

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New Employee Orientation

  1. 1. New Employee Orientationfor geographically dispersed teams How to be a Starfish
  2. 2. What’s the purpose ofNew Employee Orientation?• Help employees understand their job and what’s expected of them as part of a team• Introduce the new employee to other team members• Set the stage for continuing development
  3. 3. What does any of that have to do with a Starfish? Seriously.
  4. 4. Starfish Have you heard of the book The Starfish and the Spider?“If you cut off a spider’s head, it dies; if you cut off a starfish’s leg it grows anew one, and that leg can grow into an entirely new starfish. Traditional top-down organizations are like spiders, but now starfish organizations arechanging the face of business and the world.“What’s the hidden power behind the success of Wikipedia, craigslist, andSkype? What do eBay and General Electric have in common with theabolitionist and women’s rights movements? What fundamental choice putGeneral Motors and Toyota on vastly different paths?“Ori Brafman and Rod Beckstrom have discovered some unexpectedanswers, gripping stories, and a tapestry of unlikely connections. TheStarfish and the Spider explores what happens when starfish take on spidersand reveals how established companies and institutions, from IBM to Intuitto the U.S. government, are also learning how to incorporate starfishprinciples to achieve success.”
  5. 5. The 10 Rules of a Starfish Organization1. Diseconomies of Scale-Small companies have power.2. Network effect - every additional person makes the organization stronger.3. Power of chaos.4. Knowledge at the edge - information about the organization is open to everybody.5. Everyone wants to contribute - self-motivated employees.6. Beware the hydra response.7. Catalysts rule.8. *Values* are the heart of any organization or network.9. Measure, monitor, and manage.10. Flatten or be flattened.
  6. 6. New Employee Orientation for Geographically Dispersed Teams Like Starfish organizations, geographically dispersed teams integrating a new employeeneed to operate independently and as a whole.They need come together to be successful andcontinue toward the same goal while they are apart.
  7. 7. New Employee Orientation for Geographically Dispersed TeamsEven if all 10 rules don’t apply to a new employee’sexperience, I think everyone would agree anintroduction to a new workplace is best when everyoneworks together, as needed.Explore the book and consider how the philosophyrelates to new employees. Peer Home Leader Office New Employee Specific Subject Mentor Matter Expert
  8. 8. New Employee Orientation design
  9. 9. New Employee Orientation• Help employees understand their job and what’s expected of them as part of a team• Introduce the new employee to other team members• Set the stage for continuing development
  10. 10. Checklist By Day Starfish by NightBefore the employee’s first day: Make sure everyone they will interact with knows they’re coming Obtain whatever tools they will need and prepare their workspace Be prepared with passwords they will need Prepare a first day, week and month agenda with as much detail as possible Relax! With this checklist complete, now you know you have what you need for your new employee’s first day.
  11. 11. Checklist By Day Starfish by NightOn the employee’s first day: Share the day, week and month’s agenda Discuss synchronous learning-the information that will need to be learned from or with another person(s) Review asynchronous learning-the information that can learned independent of others Synchronous Learning Asynchronous LearningThe new employee needs to know what The employee needs to know how totheir role is in the learning experience as access the learning materials (especially well as what the learning objectives of passwords), exactly what they are the experience are. expected to do and the completion date.
  12. 12. Checklist By Day Starfish by NightAfter the employee’s first day: Don’t abandon them! Meet with them regularly (daily at first and then weekly) for their first 90 days. Ask them specific questions about  what they’ve learned, To create an open relationship and  what questions they have and a learning culture, use language that let’s the new employee know  what they are working on next. you expect questions…they are encouraged for learning and development. “What questions do you have about what I just shared with you?”
  13. 13. Follow the ChecklistsFollow the simple steps outlined to help newemployees feel like part of the team. Your goal is to help the employee understandthe organization, their role in it and feel like they are part of something bigger! Can you do it alone…?
  14. 14. Mentors Nope. You need help.• Mentors are a necessity for the new employee experience• Being a mentor is good for the mentor, too!
  15. 15. MentorsHow do you select a mentor?1. The mentor should want to help new employees and have the ability to connect with people easily and make them feel comfortable.2. The mentor should be proficient in their job and knowledgeable about the company.
  16. 16. MentorsMentors cannot have any reporting tie to thenew employee. A new employee is less likely toask questions of their new boss or employee.Mentors are rarely compensated separately fortheir role. Most enjoy the work and recognize itas a developmental tool for themselves.
  17. 17. TechnologyA learning management system (LMS) allows youto:• track new employee progress• test their understandingAn LMS allows the employee to:• work at their own pace• easily review content
  18. 18. TechnologyDo you need technology? Probably not.(but it is typically considered a best practice to provide at least some training support through technology) Begin with the end in mind.• What do you want to accomplish?• What resources do you have available?Use technology to meet your goals. (as you need to!)
  19. 19. AssessmentKirkpatrick’s Model of Training Evaluation includes:• Reaction: What did you think of the training?• Learning: What skills did you build? What do you now know?• Behavior Change: Can you apply what you’ve learned to a real-world environment?• Results: Did what you learn positively change the organization?• ROI: Was the training worth the cost (time, materials, etc.)?
  20. 20. AssessmentIt’s important to continually assess new employee learning asthey tackle new topics. New delivery platforms, concepts, theapplication of information…these things and more will lead toquestions at each stage. This is the perfect opportunity to getthem off on the right foot! ROI Results Behavior Change Learning Reaction