ATD ICE 2018 The Art and Science of Onboarding
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This document discusses the importance of onboarding for retaining talent and driving engagement. Effective onboarding involves focusing on people, performance, and paperwork. It should be a customized, measured program led as a partnership between HR, hiring managers, and new employees. Common challenges to onboarding programs include inconsistency, lack of manager capacity, inability to evaluate effectiveness, and poor enabling technology. The document provides case studies of successful onboarding programs and outlines how program length and elements can vary depending on the type of new hire.
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ATD ICE 2018 The Art and Science of Onboarding
- 1. The Art and Science of Onboarding Aubrey Wiete, M.A. Senior Director, Learning & Enablement Human Capital Institute Jenna Filipkowski, Ph.D. Head of Research Human Capital Institute
- 3. EXPERIENCES • Drive talent attraction • Promote your employer brand and value proposition • Critical in a candidate-driven job market • Drive engagement and performance • Align to your employee value proposition and culture • Retention is the number one talent priority for 2018 (HCI, 2017) CANDIDATE EMPLOYEE
- 5. Turn to a partner. In 3 minutes, tell him or her everything he or she would need to know to do your job. Switch. Activity
- 6. ONBOARDING IS NOT… An introduction or orientation Piles of paperwork HR’s sole responsibility Disorganized, inconsistent, or reactive
- 7. ONBOARDING IS… Part of the candidate and employee experiences A program to enable knowledge, skills, attitudes, and behaviors A partnership among employee, hiring manager, and HR Measured, evaluated, and refined
- 8. Onboarding Outcomes Emphasizing culture and connection results in employees with higher levels of job satisfaction and commitment. 47% of HR professionals report that their onboarding program is effective at retaining new hires. RETENTION JOB SATISFACTION TIME TO PROFICIENCY “Invested Onboarders” are 2x as likely to report reductions in new hires’ time to proficiency. (Meyer & Bartels, 2017) (HCI, 2018) (HCI, 2018)
- 9. Source: “New Hire Momentum”, HCI 2018
- 10. The Three Ps of Onboarding • Informal social events • Group onboarding • Buddy/ambassador assignment • Senior leader exposure • Team building • Mentoring • Meetings with stakeholders • Job shadowing • Training • Check-ins with HR • Customize onboarding to role • Career goals discussion • Coaching • Expectations and feedback • First-day agenda • Company orientation • Rules orientation • Resources orientation • Forms with electronic signatures People Performance Paperwork
- 11. Onboarding Case Study • Employee mobile apps • “Day One” Experience • “Becoming Salesforce” event • Employee mobile apps • Evaluated new hire’s performance • Employee mobile apps • New Hire email journey People Performance Paperwork Source: “Onboarding Reimagined”, HCI.org/lib/onboarding-reimagined
- 12. Onboarding Case Study • Measure the cultural fit of new hires • First week new hire onboarding survey • 90-day survey • 1-year survey • Survey all key stakeholders to improve onboarding effectiveness People Performance Paperwork Source: “Understanding the Hiring & Onboarding Process at NCR”, HCI.org/lib/understanding-hiring-onboarding-process-ncr
- 13. Onboarding Case Study • Regular check-ins individual buddies • Professional development opportunities • Materials are sent electronically immediately after job acceptance People Performance Paperwork Source: “Top 7 Employee Onboarding Programs,” Zip Schedules. https://zipschedules.com/5-companies-unique-onboarding-process-makes-successful.html • Buddy playbook to guide new hires • Leader, Role, Culture • The ‘bootcamp experience’
- 14. Inconsistent application across the organization Over-tasked managers/no time Challenges for Onboarding Programs Source: “New Hire Momentum”, HCI.org/hr-research/new-hire-momentum-driving-onboarding-experience 57% 47% 38% Inability to evaluate effectiveness, measure ROI 36% Poor technology to manage onboarding
- 16. ENABLEMENT Use automation and learning opportunities in onboarding PARTNERSHIP HR, L&D, and specialized onboarding teams TECHNOLOGY Manage tasks and provide info to key stakeholders Capacity
- 17. Consistency Onboarding programs are customized after a standardized experience Consistent onboarding program across the organization Onboarding programs vary by department/function Onboarding programs exist only in some parts of the organization Onboarding programs are only delivered to employees in specific roles No strategy or process Internal hire, non- managerial position Internal hire, managerial position External hire, non- managerial position External hire, managerial position Source: “New Hire Momentum”, HCI.org/hr-research/new-hire- momentum-driving-onboarding- experience
- 18. Onboarding Program Length Source: “New Hire Momentum”, HCI.org/hr-research/new-hire-momentum-driving-onboarding-experience
- 19. Source: “Onboarding Outcomes: Fulfill New Hire Expectations”, HCI.org/hr-research/onboarding-outcomes-fulfill-new-hire-expectations. 7% 9% 9% 24% 26% 26% 30% 30% 31% 39% 47% Cost to onboard Time to proficiency Time to minimum productivity New hire engagement Quality of hire High performer turnover rate Cost per hire Completion of onboarding tasks Hiring manager satisfaction New hire satisfaction with onboarding 1 year turnover rate Evaluation 57%
- 20. Resources
- 23. Jenna Filipkowski, Ph.D. Head of Research Human Capital Institute /in/jennafilipkowski @aubreykwiete Aubrey Wiete, M.A. Senior Director, Learning & Enablement Human Capital Institute @jennan0elle /in/aubreykrekeler
Editor's Notes
- Jenna This presentation is based on original research conducted at HCI in 2016 and 2017. We use HCI’s standard research methodology to helps us uncover relevant, and important insights on current issues in human relations practices and talent management. We evaluate the available research and engage thought leaders in conversations to understand select topics. We then develop surveys and distribute it to our members to solicit their perspectives. HCI research is produced and distributed to our members for free. You can find these reports on HCI.org or email us and will send them to you.
- Jenna So much focus has been on the experience of people at work especially candidates and employees. I think HCI along produces over 150 pieces of learning content on the experience in 2017. Why is that?? *CLICK* How many of you are focusing on your candidate experience? How many of you would rate your candidate experience as better than your competitors? What are the costs of subpar experience? Research has shown that consumers Less likely to purchase from an org if they were part of a negative hiring process. In terms of the experiences focused on candidates organizations are focusing it to attract the best people to their companies in this candidate-driven job market. Consider all the emotional, physical, and cognitive needs to deliver an exceptional candidate experience. *CLICk*Companies applying the same philosophy of creating memorable customer experiences to keep their own employees engaged and happy.
- Jenna What’s the connection between the candidate experience and employee experience? Onboarding! Think, for a moment, about your first day in a job. Remember the anticipation of embarking on a new step in your career. Consider the desire and ambition you felt, Who greeted you at the door? What kind of introductions were made? Did you get a tour of the office or workspace? Did you learn about the company’s products and services and business model? Was your desk or office set up for you, with tools and technology in place? How did you learn about and/or meet the other people within your team or function? Did you spend your first day filling out benefit forms, tax forms and reviewing the handbook? Was the history of the organization, and it’s guiding mission and values shared with you? What type of training was provided to help you learn the expectations of your new role?
- Jenna 6- Minute s What was hard about that? How confident are you that this person will succeed? Raise hand
- Aubrey An introduction to your organization – this happens in the recruitment stage An introduction to your organization Putting a new hire in a room with paperwork and shutting the door The full responsibility of HR A series of disorganized, inconsistent, and informal processes Share our personal horror onboarding stories
- Aubrey An extension of the candidate experience A way to connect TA and L&D functions A year-long process of equipping new hires with the knowledge, skills, attitudes, and behaviors needed to function in a given organization A program that focuses on people, performance, and then paperwork A partnership among employee, manager, and HR Is measured, evaluated, and refined
- Aubrey Onboarding is a way to retain and reduce the amount of time it takes for a person to be successful in the role. We know that 20% of new hires leave within the first 20 days from SHRM. In past research we found that Invested Onboarders report better talent outcomes. They are twice as likely to report reductions in all or most new hires’ time to proficiency, and 78% agree onboarding is a continuation of a positive candidate experience. It’s about helping your new hires do their best work and having a good experience at work.
- Jenna For more organizations they are acting as if it doesn’t matter. 76% of HR practitioners in our study say onboarding has been underutilized. How do we better utilize onboarding? Let’s talk about that.
- Jenna If onboarding was more than an hour orientation and the location of the bathrooms. Based on this research and others, we boiled onboarding into three components. The three Ps. What are employers doing for the three 3Ps in onboarding?
- Jenna First case study on salesforce, you can hear the full story on from the HCI webcast “onboarding reimagined” Challenges New Hires did not feel they had a good onboarding process they weren’t getting their workspaces set up (equipment, access, etc.), 36% of managers were failing to request essentials in time approval rating for first day: 3/5 stars 76% new hires rated as successfully onboarded at 90-day mark Solution What was the solution? What did they implement? Employee Help Desk using their Service Cloud technology one-stop shop of onboarding resources – checklists, further resources, search function Employee Mobile Apps community – crowd-sourced instant answers concierge – ask questions, questions routed, get answers org chart – see what people look like, call them, email them, look at profile social sharing – browse articles, share to social networks, earn points toward prizes New Hire email journey – steady flow of right info at right time from offer sign through Year 1 used analytics from help desk to formulate info New Hires needed powered by Marketing Cloud – right message at right time journey starts 7 days prior to new hire start date, through end of Year 1 Measurable – track open rates and clicks 90% open rate consistent through year 1 help desk traffic declined by 30% due to these emails Day 1 Experience engaging program to feel welcomed, breakfast served Day 1 Remote webinars available facilitators trained - “Day 1 in a Box” kit immersed in culture – give leis, take photos, share in internal social media Becoming Salesforce – immersive event for New Hires build relationships, feel like part of the culture modeled after Salesforce customer events exec keynotes, volunteering, happy hour, interactive learning learn about culture, chat with senior leaders, internalize corporate message Aloha Ambassador Program - Network of Culture Champions volunteer to help successfully onboard new hires Selected from Koa Club members and other passionate employees – these individuals have a proven track record of success and demonstrate a strong desire to onboard and instill our culture and values with our rapidly growing Ohana. Outcome Automate onboarding processes with technology. Technology should feature your culture, don’t make onboarding focus on your technology Measure and evaluate your efforts Utilize your culture’s best ambassadors to share information and make new hires feel welcome What was the outcome? What were the results? What changed? 93% new hire positioning app filled out on time (up from 64%) approval rating for first day: 4.8/5 stars (up from 3/5 stars) 85% rated as successfully onboarded at 90-day mark (up from 76%)
- Aubrey NCR is a global leader in consumer transaction technologies, and serves its clients in a variety of industries all over the world through ticket kiosks, ATMs, self-checkouts, and other consumer transaction devices. In addition to the sale of software and hardware products, NCR’s Service Contracts (i.e., contracts to provide maintenance and support for its products) are a large part of NCR’s revenue, and are important to the company’s continued growth and profitability. Problem: When business leaders at NCR asked HR to look into a disturbing uptick in attrition and decreased performance among its strategically important Customer Engineers (CEs), HR didn’t focus on just one aspect of this workforce population (e.g., onboarding/development processes or engagement survey data). Instead, the team collected data from processes across the CE talent lifecycle, identified the multiple factors that were contributing to the problem, and crafted a comprehensive set of solutions to solve it What they did: To better understand the root causes of the increases in CE attrition, NCR analyzed recent exit surveys and a variety of other data collected from CEs that left within a year of being hired. After performing this analysis, NCR discovered several possible attrition drivers: Misaligned candidate sourcing. NCR’s sourcing pools were producing overqualified candidates with bachelor’s and master’s degrees who were more likely to leave within the first year. Manager effectiveness. CEs were dissatisfied with on-the-job training and reported inconsistent recognition and feedback on their performance. Poor work/life balance. Lack of clarity on future career opportunities NCR’s Onboarding Surveys Guide These templates are based on surveys administered to new CE employees after their first week, their first 90 days and their first year of employment. These templates are a useful way to measure the consistency and effectiveness of onboarding programs, ensure managers provide frequent feedback and/or coaching, and track changes in employee engagement over time. Specific surveys included: First Week Onboarding Survey Administered to all new employees following their first week at NCR, this survey measures the engagement of new hires and the consistency of NCR’s onboarding process. 90-day Onboarding Survey This survey is administered to NCR’s Customer Engineers after their first 90 days of employment to determine if new hires are getting the training, coaching and support they need from their managers, mentors, and NCR’s learning organization. The survey also measures respondents’ engagement levels and their opinions of the onboarding process as a whole First Year Onboarding Survey Once an employee has worked at NCR for a full year, they are asked to complete this final survey to rate their onboarding experience. NCR uses many of the same questions asked in the First Week and 90-Day surveys to measure how employees’ opinions and engagement levels have changed over time NCR’s 90-day Productivity Assessment for Managers NCR believes managers play a critical role in enabling new hires to become productive and successful as soon as possible. This template is based on the 90-day Productivity Assessment NCR sends to all hiring managers with new employees. In it, the manager is asked to rate the employee’s current productivity, knowledge of NCR, knowledge of the position, and overall cultural fit within the company and team. Surveying hiring managers in this way enables organizations to track and improve onboarding effectiveness and overall quality of hire Survey all key stakeholders to improve onboarding effectiveness. While surveying new hires is crucial to improving the consistency and quality of their onboarding experience, hiring managers can offer valuable insight into the effectiveness of these programs as well. In particular, managers are well-positioned to provide a groundlevel view of how quickly new employees can become productive in their roles. Measure the cultural fit of new hires. At many organizations, assessing a candidate’s “fit” or alignment with company culture is an important part of the hiring process because it is seen as a predictor of future engagement, retention and performance. Defining which elements characterize your organization’s culture and surveying managers on how new hires fit within it enables organizations to continuously improve quality of hire, increase employee engagement, and drive overall performance. Ensure all new employees receive a consistent, high quality onboarding experience. Simply having a standard onboarding process in place is no guarantee that new hires are consistently receiving the training and support they need to be effective in their roles. New hire surveys are an effective tool to help measure and improve the consistency and quality of onboarding programs, while also giving new hires an opportunity to share their thoughts and experiences. Ask new hires to rate their engagement levels and the company as a whole. In addition to measuring employees’ experience with formal onboarding processes, new hire surveys are an excellent opportunity for an organization to track engagement and understand how well its people, culture and work environment reflect the values it espouses. Survey new hires throughout the first year. While most formal training and orientation processes occur during the first weeks of employment, it is important to understand how those programs affect employees’ long term engagement. Administering new hire surveys across the first year of employment enables organizations to get a multifaceted perspective on how employee attitudes about key organizational topics (e.g., engagement, onboarding processes, training programs, managers, colleagues, etc.) change over time and are influenced by the training and support they receive. Results NCR achieved pronounced improvements in CE attrition rates, established a clearer understanding and articulation of role requirements, and increased the frequency and value of manager interaction. NCR continues to use workforce analytics to deepen its understanding of the issues that may potentially impact key business metrics and try new and innovative solutions.1st year attrition decreased by 9% and reductions in direct (recruiting and training) and indirect costs (productivity and customer service disruptions)
- Aubrey
- Aubrey In our research, we looked at the most common challenges for onboarding. Here are the percentage of respondents who agree. Do these resonate with you?
- Aubrey When we looked for solutions to these challenges Four themes emerged… Capacity Managers lack time and/or bandwidth to support or implement onboarding efforts. Consistency It is challenging to set up a standard, consistent foundation for all employees and then incorporate role specific personalization. Evaluation When onboarding is not consistently delivered or measured, it’s difficult to maintain accountability for successful delivery and new hire experiences. Resources Organizations frequently do not have or use technology solutions that could improve onboarding accountability, ensure consistency, and reduce the administrative burden on managers and co-workers. Rest of our time spent walking through solutions for these top 4 challenges.
- Jenna Number one challenge is over-burdened managers. We just don’t want to give them another thing to do. One way to get things off their plate is to move it to the pate of the new hire. Empower new hires with Make it easy with automation and access to information, time consuming paperwork Learning opportunities as part of onboarding/new role, not extra Also involve more stakeholders. Cross-functional teams Three primary groups are very effective in driving the organization’s goals for onboarding: Human Resources, Learning and Development, and specialized onboarding teams. And yet, more than half (53%) of organizations don’t have a specialized onboarding team. This is rare. Technologies would be useful to manage the tasks and provide updates for the all people and functions involved.
- Jenna Best practice is standardized onboarding with foundational information We commonly see that it varies by function from our research but we would like to see it standardized then customized Specialized roles and functions often have unique micro-cultures and expectations, but all fall under the encompassing makeup of the broader organization. Onboarding programs must successfully navigate these layers. The most effective onboarding programs recognize that certain roles and functions, such as leadership positions or highly technical departments, warrant supplemental information and/or training. As an add-on to standardized onboarding content, ancillary customization can offer specific individuals extra support and further decrease time to productivity. A common failure of onboarding programs is neglecting internal or transitioning hires, AKA transboarding. In fact, organizations are more than twice as likely to offer consistent, standardized onboarding for their external hires than for internal ones. As organizations seek to retain top talent and provide opportunities for cross functional and upward mobility, it is important to consider the adjustments existing employees must make as they move into a new role.
- Jenna When does onboarding end? Matter of opinion. It depends Longer onboarding programs are associated with stronger talent and business (53%) of organizations have implemented onboarding programs that last between 30 and 90 days. Begin onboarding at offer acceptance – don’t let weeks elapse want to build upon the excitement of the recruitment phase At a certain time it stops being onboarding and becomes the experience. Especially if it is very integrated with your talent strategy.
- Jenna Lack of measurement of recruitment and onboarding effectiveness is a top challenge. When designing an onboarding metric these are some thing to keep in mind Most survey respondents are able to measure some process outputs (time to fill) rather than important outcomes (time to proficiency and minimum productivity). 33% agree reducing time to proficiency is an onboarding goal but only 7% measure it. Ways to capture it are: New hire’s knowledge of methodologies and processes Clarity on the organizational structure and “who’s who” Current project duration from assignment to completion Frequency of project delays and/or advances, etc. Another way to evaluate is to Check-in with your new hires. Are they okay? Continuously revaluate.
- Aubrey 36% of companies have insufficient technology to automate or organize the process 30% of companies intend to increase their onboarding budget in 2018, 64% are keeping it the same. This is up from 2017 Most plan to invest in program consistency and software solutions
- Aubrey Discover what parts of the onboarding process warrant the most investment and what should be customized to the role. Segments: Re-boarding, internal employees Remote employees and/or international Leaders Entry-level cohorts Individual contributors If you are not in charge of onboarding design a program for your current role
- Aubrey
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