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Onboarding Steps For Employer & Employee Success
1. ONBOARDING STEPS FOR
EMPLOYER AND EMPLOYEE SUCCESS
By: Lauren Pirrone
A Master’s Final Project Presentation Submitted to the Manhattanville College School of Business
Master of Science in Human Resources Management & Organizational Effectiveness, 2017
2. Onboarding
“The process of integrating a new
employee with a company and
its culture, as well as getting a
new hire the tools and
information needed to become
a productive member of the
team.” (Roy Maurer)
Purpose
•High retention
•Low turnover rates
•Increase job preparedness and productivity
• Job satisfaction
•Organizational commitment
•Enhance employer brand and employee experience
3. Career Path Shift
• Reasons: Flexible work
arrangements/telecommuting, increase in
college education/diversity, balanced gender
workforce and bi-model age distribution
ages 35-60 years old. (Dennis Sullivan)
• Median employee tenure 4 years- 23% of
workforce 1 year or less (Bureau Labor
Statistics, 2016)
• “The recent [tenure] drop reflects two signs
of labor market strength, said Jed Kolko,
chief economist at job search engine
Indeed.” (Roy Maurer)
4. The Socialization Process
“Onboarding is the initial point of learning and behavioral training for newcomers
entering an organization; it is also the point at which newcomers are integrating this
new information into their existing mental models.” (MichaelW. Stetzer Jr.)
5. HBR Integration
5 Core New HireTransitionTasks (WHAT)
• Assuming operational leadership
• Taking charge of the team
• Aligning with stakeholders
• Engaging with culture
• Defining strategic intent
3 Levels of Onboarding Support (HOW)
• Basic orientation
• Active assimilation
• Accelerated integration
(2017). Onboarding Isn’t Enough. Harvard Business Review
6. Return on Investment
“Companies that are highly skilled in core
Human Resource practices experience up to
3.5 times the revenue growth and as much
as 2.1 times the profit margins of less
capable companies.” (Jennifer Schramm)
• Turnover of one position is worth on average
$10,731. (Diana Mota)
Greet & thank faculty …
Read Abstract-
The goal of this final project is to identify ways in which a company can improve their onboarding processes that will result in a talent gain with a tight labor market.
There have been rumors that there is a talent shortage, but the author wants to propose that there is a plethora of talent in the market, but broken onboarding practices are chasing it away.
This is not a one-size-fits-all approach, but the research has the potential to be used as a benchmark for onboarding methods for all types of companies.
Many understand the meaning to entail the preparation of resources and distribution of compliance training. Others take a more formal onboarding approach and conduct a new hire orientation and tour to provide new hire assimilation … It’s more …
*Onboarding is a lengthy process that begins at recruitment, continues on the on-site start date, and extends into the employees’ development.
Onboarding: Research shows the onboarding procedures should continue up to one year in an employee’s life cycle. The first year of a company’s onboarding should have business practices that involve preparing, orienting, integrating, training, and following up with the new hire.
SHRM notes that a 1-year procedure that will have the biggest effect in terms of retention, assimilation, and performance
Post-boarding- Heavily tied to L&D
The talent life cycle of an organization has four initial phases: acquire, sustain, enhance and renew (as cited in Sullivan, 2016). The first part of the onboarding process is preboarding, which is phase one of the talent life cycle, acquire.
According to Kelly OCG, an outsourcing and consulting group, a candidate will have a total of 5 experiences that shape their perception of a company:
It has power to attract hard-to-find talent and influence the completion of applications.
(Marketing and branding intertwines into HR. It is important to create a presence on career social networks like Glassdoor.)
2. If it is hard to find the information they want, a prospect can lose interest in the company.
(A website is an easy fix that can contain business information that offers the company history, mission, and values, culture, clients, job opportunities, and more.)
3. Candidates will engage with technology like websites, applicant tracking system, HRIS system and mobile applications during the preboarding phase. The way a person can retrieve information is just as important as the information itself- convenient, personal, and secure.
(Ex: Conveniently sign into their LinkedIn or Google Plus accounts or automated systems have the power to send an automatic reply that thanks a candidate for applying explaining the next steps.)
4. If a company is not timely with communication, this has the potential to create a negative candidate experience because they foresee their negative candidate experience as a future employee environment.
5. Human presence is a factor that is disappearing- creates an interpersonal connection and is the most influential experience in preboarding. (Each candidate is different in regards to culture, age, wealth, etc., but overall, the majority of candidate pools have similar professional expectations- A simple phone call confirming the interview stage can assure and please a candidate.)
*Onboarding is a strategic technique that is used to help new hires to become more productive at a faster pace.
If the process is done right, employees will be prepared for their new role, will have gained assimilation towards their career, networked with mentors, and planned short-term career development.
Read reasons …
The remaining phases of the organization talent life cycle are: sustain, enhance, and renew.
This process affects the employee talent life cycle to join, stay, say (good things), and perform (as cited in Sullivan, 2016).
Read Quote: Maurer defines onboarding as “”
The participant are employees who voluntarily quit and reveal what business tactics would have persuaded them to stay with the company: 26% clear guidelines to job expectations, 20% training, 17% helpful coworker, 12 % recognized for their contributions and 9% more attention from manager (Maurer, 2015).
Onboarding helps employees understand their role, what’s expected of them, and how their contributions impact the organization and align with business goals, it influences the talent life cycle to stay and perform.
Info graphic from Tydy.co a company that sells an automated onboarding tool. Goals, engagement frequency and best practices …
Day 1!
“The two main goals on the first day should be setting expectations and introducing objectives.”
Personal information
Management information
And organizational information
The remaining milestones are used as HR checkpoints which are an essential time to quickly review the employee’s progress.
By the first weeks, employees should have been given a mentor and/or continual training.
Following up within 1-3 months is an opportunity for HR check-ins and getting/giving feedback.
By the sixth month, an informal or formal appraisal is necessary to address performance and expectations.
This can help plan for future development and compensation discussions for the employee’s one year anniversary.
588 senior executive employees (VP and above) who transitioned into new positions participated in an Egon Zehnder evaluation to rate their own organization’s onboarding support.
Approximately three quarters answered they had lack of understanding of organizational culture and politics!
WHAT ?
recommended to use a SWOT- strengths, weaknesses, opportunities, and threats of the organization during the onboarding process. This will enable the new leader to have responsiveness and be able to identify problems and solutions
The new employee should facilitate meetings and workshops to communicate their plans. Research shows that they can get rid of any misconceptions, mistrust, or doubt the team may have.
A newly hired executive should get support and build connections with associates who do not have direct power over them.
Understand culture but engage in it … The behavior and attitude a leader displays, or accepts, early on will be the culture that becomes tolerated within the group
Explain their strategy for the next few years- A welcome speech can be the appropriate platform for this communication.
How-
If the company chooses not to participate in onboarding, this is called the sink-or-swim approach. This situation is considered a non-presence from the employer when the employee begins their new position HBR research claims only 5% of global companies offer minimal support such as this.
Orientation shares information pertaining to policies, appraisals, organizational structure, and business success. This form of information is shared, but not explained, so it can be interpreted as the person sees fit. The survey results report 2/3 of global companies take this basic approach.
Active Assimilation- Initiate MEETINGS between the new hire and stakeholders to transfer deep knowledge of the business, strategy approaches, the team, politics and culture. It is recorded that 25% of global companies perform an active assimilation onboarding.
Accelerated Integration- Custom designed approach where organization commits to team building workshops.It also helps point out specific company cultural challenges that need to be hurdled by comparing the employee’s past work methods versus current company processes. It is reported less than 2% of global companies offer such a systematic onboarding experience
20th century- Past economic conditions created the traditional mindset for employees to work at one company for a long period of time or even for life. (vertical pathway)
VS
21st century- Now, the new career path is vertical, horizontal, and diagonal. The current career models and organization structures are becoming flat with fewer levels of middle management. In today’s workplace, job-hopping is considered positive and necessary to gain competitive skills in the market.
*Picture from U.S. Census Bureau, 2015.
Aging Baby Boomers are staying in the workforce longer,
even as Millennials recently became the largest share of the workforce.
Labor Strength Quote –
One, more people are getting hired, which means they are new at their job and have a low tenure.
Two, more people are voluntarily quitting because their probability of finding a new job has increased due to a more dependable economy
The research illustrates the relationship between turnover and retention. Turnover and job satisfaction rates fluctuate in opposite directions. So understandably, if employees are not satisfied with their job, the turnover rate will increase.
Onboarding practices are imperative, now more than ever. Onboarding is a strategic method and retention tool that can establish high employee satisfaction and sustained employee tenure.
Maslow hierarchy of needs chart- supplied by Electronic Ink a researching and design consulting firm.
Needs- psychological, safety, love & belonging, esteem and self-actualization.
Onboarding paired with socialization tactics has the power to influence and shape employee’s knowledge, perception, behavior and attitude at their arrival
like seeking information, wanting feedback, and building relationships
The acclimation happens in the mental model during the socialization process:
An individual mental model is the experience and information a new hire brings with them as new talent.
Shared mental models develop during socialization at onboarding because the individual has formed relationships and has been fully integrated with new information
This theory concludes that onboarding programs which incorporate all first half six socialization dimensions to onboarding create a better person-organization fit than onboarding programs that do not.
Collective/Individual- GROUP learning and socialization creates a common understanding and reduce uncertainty for new hires.
Formal/Informal- Formal socialization methods, instead of sink-or-swim approach. Creates familiarity for the employee and productive faster.
Sequential/Random- ORDERED AGENDA of activities versus a random set of activities with no communication. The former is the better choice for onboarding because it creates a routine and gives the employee a sense of control.
Fixed/Variable- DETAIL like an exact time frame (start to end) versus fluid communication.
Serial/Disjunctive- INDIVIDUAL PEER/MENTOR GUIDANCE versus a sink-or-swim approach. Results in new hires building relationships and gaining confidence in a new role.
Investiture/Divestiture- Refers to POSITIVE, CONSTRUCTIVE CRITICISM that sets expectations versus negative feedback with no communication of how to improve.
Turnover can be healthy, but not when it’s high and lost hi-pos …
“When employees leave the company, the company loses valuable historical knowledge about the business as well as productivity from the vacant position.” (Pike, 2014)
Voluntary terminations result in the distribution of work among a smaller number of employees, which will result in low employee production.
On top of an increased workload, current workers will need to interview, train, and assist new hires, taking away from regular daily production. Recruitment, the hiring process, and onboarding are all high costs for a company.
GRAPH provided by Deliotte-
For more specialized positions that take longer to fill, the cost of turnover is higher- 20% of employee turnover happens in the first 45 days and employee turnover costs 20% of an employee’s annual salary.
Solutions? and a big part is due to proper onboarding:
Onboarding influences the employee’s talent life cycle and enhances employee performance. This affects the employee’s willingness and ability to produce, sell, deliver, serve, and innovate which leads to profit and creates ROI for a company
*The findings show a correlation between positive economic performance and skilled HR onboarding practices of newly hired employees
This will conclude this presentation. I want to make some key points and recommendation …
Establish a human connection (most essential preboarding tactic)
Hold staff accountable (surveys and rewards)
Small versus big company onboarding (to automate or not to automate)
Hourly versus salary onboarding (time, stakeholders and content)
Mcdonalds…
*Some argue same onboarding for service, technical and industrial
Can be client facing and promote into managerial role….
Let’s review this template …
