New hires need certain things to be productive while other processes may slow them down. In this slideshare we look at what areas boost productivity in onboarding and how you can help you employees feel ready to go.
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Accelerating New Hire Productivity through Onboarding
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Rusty Lindquist
VP Strategic HR Insights
BambooHR
Chris Osborn
VP of Marketing
BizLibrary
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Accelerating New Hire Productivity through Onboarding
Accelerating New Hire Productivity
Through Onboarding
What onboarding is and isn’t
How onboarding makes HR impactful
Understanding time to contribution
What’s impeding time to contribution
(and how to turn impediments into fuel)
Your acceleration plan
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Accelerating New Hire Productivity through Onboarding
Onboarding, also known
as organizational socialization,
refers to the mechanism through which
new employees acquire the necessary
knowledge, skills, and behaviors
to become effective organizational
members and insiders.
Source: Bauer, T.N. and Erdogan, B.
APA Handbook Of Industrial And Organizational Psychology
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Accelerating New Hire Productivity through Onboarding
Time to Contribution
New Hire Contribution =
Capability + Context + Connections + Tools/Training
Organizational Socialization and Insider
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Accelerating New Hire Productivity through Onboarding
Decreasing time to contribution
increases HR’s ability to impact:
• Engagement
• Retention
• Revenue
• Performance
• Satisfaction
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Accelerating New Hire Productivity through Onboarding
Time to Contribution Impediments
a. Access to systems
b. Access to hardware
c. Training
d. Understanding company culture
e. Manager involvement
f. Other soft impediments
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Accelerating New Hire Productivity through Onboarding
a. Access to systems
Learning
resources and
content
Off-the-shelf and
custom video
Resource delivery LMS and mobile
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Accelerating New Hire Productivity through Onboarding
c. Training
• Here’s how you do…
• Processes and applications needed
• How and where to get the information they need
• Job aids, process descriptions, flow charts
• Resources and training delivery
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Accelerating New Hire Productivity through Onboarding
e. Manager involvement
Provide context to improve productivity
• Acclimation and application of learning
• Coaching and feedback
• Setting expectations and goals
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Accelerating New Hire Productivity through Onboarding
18 MONTHS
the most vulnerable time for a new hire to leave
8-12 WEEKS
avg. time to
productivity for
clerical staff
18-22 WEEKS
avg. time to
productivity for
professional
staff
24-28 WEEKS
avg. time to
productivity for
executives
SOURCE: Strategic Onboarding. Bersin by Deloitte.
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Accelerating New Hire Productivity through Onboarding
Onboarding’s Goal:
Reduce Friction and Minimize Delay. How?
Automate what you can:
esignatures, self-
onboarding, training
Then you can focus on
what really matters to
your company: creating
business value.
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Accelerating New Hire Productivity through Onboarding
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Accelerating New Hire Productivity through Onboarding
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Editor's Notes
Pitch about how people undersell and underestimate HR. HR is capable of much more elevated activities than making sure computers are set up and papers are signed.
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So let’s stop treating onboarding like a checklist to rush through. We aren’t optimizing for process speed. Yes, you’ll want to be as efficient as possible but not for the sake of speed. No, there’s a much more important goal to HR efficiency.
“We don't rush through orientation along the lines of the ' 3-C's' that are popular in some other companies: 'C your office, C your computer, C you later.’ “ —Diana Oreck, Vice President of The Ritz-Carlton Leadership Center
20 percent of staff turnover happens within the first 45 days. http://www.urbanbound.com/blog/onboarding-infographic-statistics
1 in 25 employees leave their new jobs because of bad onboarding programs. http://www.shrm.org/about/foundation/products/Documents/Onboarding%20EPG-%20FINAL.pdf
32% of global executives think the onboarding experience they’ve had at companies has been poor. http://www.urbanbound.com/blog/onboarding-infographic-statistics
The employees of those companies that have the longest on boarding programs gain full proficiency 34 percent faster than those in the shortest programs—a difference of 4 months. http://www.urbanbound.com/blog/onboarding-infographic-statistics
We want to be efficient so that we can start creating business value as quickly as possible. That’s what true, well-done onboarding does: Creates business value. And that business value can’t be created by computers. Only a living, strategic, intelligent HR professional can do that. Without a skilled operator, a tool isn’t very valuable. But with someone to guide it, a tool can create incredible things. (you could tell as story about some type of tool here. Maybe a whisk? You can use it to make scrambled eggs or, in the hands of a skilled chef, a delicate crème anglaise. Or a hammer. Or…any other tool.)
So, in order for onboarding to be use impactfully as a tool, HR is needed. But it works the other way around too. HR professionals who use onboarding effectively become more impactful within the company because they’re creating business value.
People give it lip service all the time: people are your greatest asset. It really is true. Without talented, well-taken care of people, your company won’t go anywhere. So HR is responsible for managing that most important thing to the company and onboarding is the launching point of that management. It also provides one of the largest metrics of your success: employee time-to-contribution.
Today, more than two out of every five companies say their HR operations still have a “weak” impact on organizational success. http://www2.deloitte.com/content/dam/Deloitte/global/Documents/HumanCapital/gx-hc-high-impact-hr-pov.pdf
85% of global companies surveyed believe they must “transform HR to meet new business priorities” http://www2.deloitte.com/content/dam/Deloitte/global/Documents/HumanCapital/gx-hc-high-impact-hr-pov.pdf
Nearly 40% of the variance between high-performing and low-performing enterprises is connected to the combination of business leader skills, people management skills, and HR performance. http://www2.deloitte.com/content/dam/Deloitte/global/Documents/HumanCapital/gx-hc-high-impact-hr-pov.pdf
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Time to contribution is a major metric HR’s success is measured by. Automations certainly help with increasing the ability for that success.
The Aberdeen Group reported that 62 percent had higher time-to-productivity ratios. http://www.shrm.org/hrdisciplines/staffingmanagement/articles/pages/onboarding-key-retaining-engaging-talent.aspx#sthash.iMkBIJtz.dpuf
Automated onboarding can decrease time-to-contribution by 33% http://www.icims.com/resources/whitepaper/onboarding
HR’s activities and the impacts of them are all tied so closely together. Onboarding is a great example of this. Onboarding has some incredible business outcomes, which is precisely why decreasing time to contribution matters to much—it gets us to all these business outcomes more quickly.
Engagement
The Aberdeen Group reported that 54 percent reported higher employee engagement. http://www.shrm.org/hrdisciplines/staffingmanagement/articles/pages/onboarding-key-retaining-engaging-talent.aspx#sthash.iMkBIJtz.dpuf
Retention
New employees who attended a well structured onboarding orientation program were 69 percent more likely to remain at a company up to three years. http://www.lesson.ly/blog/9-surprising-employee-onboarding-statistics/
An automated onboarding program can reduce employee turnover from 44% to 14% http://www.icims.com/resources/whitepaper/onboarding
Revenue
Structured onboarding programs result in 60% year-over-year improvement in revenue http://www.rootinc.com/pdfs/whitepapers/Onboarding_Whitepaper_082012.pdf
Performance
New hires with formal onboarding were 28% more likely to hit their first performance milestones and hiring managers were 23% more satisfied with their new hires http://www.icims.com/resources/whitepaper/onboarding
Satisfaction
63% year-over-year improvement in customer satisfaction http://www.rootinc.com/pdfs/whitepapers/Onboarding_Whitepaper_082012.pdf
Bizlibrary
It’s so important to meet employee needs in onboarding and the hardware tools is a big part of that. (We could talk about how our new dev hires get to request what type of hardware and work environment they perform best with) Also, it creates a sense of appreciation when employees are provided with the hardware and technology that is current, effective, and preferred.
One out of four employees globally report they are influenced by the technology provided to them at work and would consider taking a new position if provided better technology that helps them be more productive. http://www.dell.com/learn/us/en/uscorp1/press-releases/2014-12-02-dell-intel-study-uncovers-truth-behind-technology
Those in management roles and employees in emerging markets, in particular, expect the best technology in order to stay with their current employer or consider a new one. http://www.dell.com/learn/us/en/uscorp1/press-releases/2014-12-02-dell-intel-study-uncovers-truth-behind-technology
Seventy-six percent of employees said technology has had an influence on the way they work in the past year. Forty-six percent said technology has increased their productivity and enabled them to communicate faster. But some feel the technology they have available holds them back from being productive and has hindered their career growth. http://www.dell.com/learn/us/en/uscorp1/press-releases/2014-12-02-dell-intel-study-uncovers-truth-behind-technology
25 percent of companies admitted that their onboarding program does not include any form of training, which leads to a loss of 60 percent of a company’s entire workforce. Without a substantial and effective training program in a new employee onboarding effort, disappointments will result relative to performance and other profit hindering factors http://www.lesson.ly/blog/9-surprising-employee-onboarding-statistics/
Onboarding can increase assimilation to company culture:
The Aberdeen Group reported that 66 percent of companies with onboarding programs claimed a higher rate of successful assimilation of new hires into company culture. http://www.shrm.org/hrdisciplines/staffingmanagement/articles/pages/onboarding-key-retaining-engaging-talent.aspx#sthash.iMkBIJtz.dpuf
But culture isn’t something that is adapted to overnight. There are nuances and vocabulary and rules that must be learned (and often aren’t spelled out). Until employees understand culture, it’s difficult for them to fully contribute.
A Columbia University study shows that the likelihood of job turnover at an organization with rich company culture is a mere 13.9 percent, whereas the probability of job turnover in poor company cultures is 48.4 percent. http://www.entrepreneur.com/article/238640
The Department of Economics at the University of Warwick found that happy workers are 12 percent more productive than the average worker, and unhappy workers are 10 percent less productive. In fact, unhappy employees cost American business over $300 billion each year. So it literally pays to make sure your employees are happy. http://www.entrepreneur.com/article/238640
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Measurement:
60 percent of companies indicated that they do not set any milestones or concrete goals for new hires to attain. So, in turn, it takes many new hires a whole year to start working at their full potential. An employee with has no goal leads to a confusion among employees and a lack of care in their performance http://www.lesson.ly/blog/9-surprising-employee-onboarding-statistics/
Satisfaction:
One multi-million dollar organization that engages in intensive onboarding during orientations, has managed to move from 23rd place on Fortune magazine’s “100 Best Companies to Work For” list in 2009 to 15th place in 2010. New employees learned about organization’s values and procedures in a five-week training course that developed a more productive firm, a more transparent organizational structure, and allowed employees to understand the company’s direction as knowingly as the executives http://www.lesson.ly/blog/9-surprising-employee-onboarding-statistics/
Fitting in:
Gallup Organization study of more than 5 million workers over 35, 56% of the people who say they have a best friend at work are engaged, productive, and successful while only 8% of the ones who don’t are. https://hbr.org/2010/07/why-friends-matter-at-work-and/
Gallup found that close work friendships boost employee satisfaction by 50% http://www.gallup.com/services/178514/state-american-workplace.aspx
Workers with many friends are 2x less likely to be poached by recruiters http://www.globoforce.com/gfblog/2014/moodtracker/
Work friendships, says Gallup, are linked statistically to retention. They’ve noted that employees with a best friend at work are:
43% more likely to report having received praise or recognition for their work.
37% more likely to report that someone at work encourages their development.
35% more likely to report coworker commitment to quality.
http://www.globoforce.com/gfblog/2014/moodtracker/
New self-onboarding’s impact on earlier introductions
Buy-in
Only about four in 10 employees (41%) know what their company stands for and what makes its brand different from its competitors'. http://www.gallup.com/businessjournal/167633/why-company-mission-driven.aspx
Story about Instructure executives during onboarding.
Your company is unique. These are only a handful of things that we thought of that might be slowing your employees’ time to contribution down. You probably have unique ones to your company. For instance, one of ours here is________. You’ve got to figure out what’s slowing your new hires down and come up with a plan to turn those weaknesses into strengths.
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Approximately 35 percent of companies spend zero dollars on onboarding. The idea of spending roughly $11,000 to hire someone and zero dollars on making them productive within a company is detrimental and certainly a bad move http://www.lesson.ly/blog/9-surprising-employee-onboarding-statistics/
You spend so much recruiting. It’s crazy not to spend a little more time and resources to secure your investment.
Automating:
Automating onboarding cuts onboarding time by more than half http://www.navigo.com.au/wp-content/uploads/2013/04/Business_Case_for_Employee_Onboarding_Software_2013.pdf
The Aberdeen survey showed that 83 percent of the highest performing organizations began onboarding prior to the new hire’s first day on the job. http://www.shrm.org/hrdisciplines/staffingmanagement/articles/pages/onboarding-key-retaining-engaging-talent.aspx#sthash.iMkBIJtz.dpuf
Esigs resulted in A 50% reduction in the time to obtain signature approvals in HR documents https://www.silanis.com/about-us/news/silanis-to-present-at-human-resource-executives-9th-annual-hr-technology-conference/
You aren’t the only one who needs an update:
A combined 71 percent of a survey respondent list are currently in the process of updating their onboarding programs. This process is a stepping stone for organizations that have struggled with previous or current onboarding programs and need a bit of change in order to build better loyalty, maintain higher performance, and improve retention where previous programs have failed http://www.lesson.ly/blog/9-surprising-employee-onboarding-statistics/
Onboarding is a great tool to bring business value. Automate what you can so you can increase time to contribution and see real impacts like engagement, performance, satisfaction, revenue and retention.