Engaging New Employees Through Effective Onboarding - 13aug15

Copyright©2015, Talent Map. All rights reserved.
ONBOARDING: YOU NEVER GET A SECOND
CHANCE TO MAKE A FIRST IMPRESSION
Webinar: August 13, 2015

2
Topic Agenda
Item Time (min)
Introduction to TalentMap 5
What, Why and How of “Onboarding” 15-20
Cases, Best Practices, Tips and Tools 10-15
Q&A 5-10
Agenda
Sean Fitzpatrick,
President and CEO - TalentMap
Loue Mosca,
Director of Sales, Ontario - TalentMap

The Cause of Employee Dis-Engagement
We live in 2015
and work in
1970.
3

Not Enough Executive Attention
4
Does an executive ’s brain in
your enterprise represent a
balanced view?
Or is the focus primarily on
the financials?

TalentMap by the Numbers
• 15+ years in business
• 1,000+ engagement survey projects launched since inception
• Hundreds of engagement survey projects launched each year
• 1 million+ employees surveyed annually
• Benchmarks by size, industry, geography and others
• Products include standard and custom
• Engagement, Pulse, Entry, Exit, 360 & Custom (Culture, Safety, etc.)
• Services include action planning
• Focus groups, workshops, blended leadership training & coaching
• Only 1 Focus
5

Sample Clients & Benchmark
6
Programs & Partners Technology & Engineering Nonprofits/Government Healthcare
Financial Services Logistics & Other

Some Of Our Associations / Partnerships
7

Our Products/Services
• TalentGage & TalentGate Pulse
• engagement, productivity, retention, innovation, discretionary effort
• TalentEntry/Exit & Talent360
• onboarding, productivity, engagement
• exit feedback, engagement, employment experience
• leadership development, engagement, discretionary effort
• TalentGate Platform
• Self manage- design, deploy and report platform with expert advice
• TalentMap Action Planning Services
• Consulting
• TalentAction Platform
• TalentMap Academy
8

We Answer Four Key Questions
9
1. How engaged are your
employees? (scale out of 100)
2. How effective are your
workplace practices?
3. What are your most powerful
drivers of engagement?
4. Where should you focus your
efforts to improve
engagement? (for your biggest ROI)

We Help you Connect the Dots for Your Executives
10
Employee
Engagement
Employee
Productivity
Employee
Retention
Discretionary
Effort
Customer
Value
Customer
Satisfaction
Revenue
Growth
Profitability
TalentMap’s 12 high
performance work
practices that drive
employee engagement

Onboarding
11

Job Hopping – the ‘New Normal’

0
5
10
15
20
25
1950s 1960s 1970s 1980s 1990s 2000s
US Department of Labor, Employee Tenure Surveys (1995-2000)
Years of
Service
Depression
Survivors
Pension
Seekers Victims “Free Agent
Nation” 2000
 1/3 in jobs less than 2
years
 2/3 in jobs less than 5
years
 1/2 employed on
interim/contract basis
 3.5 years average
Why Onboarding Now?

We Are Punishing Our Long Time Employees
• The average raise an employee can expect is 3 percent
• If an employee leaves a company - a 10-20 percent
increase
• extreme cases, they may even see as much as a 50 percent
bump.
• We’ve cultivated a system in which employees who are
loyal to their companies are financially punished and
those who jump ship every few years are financially
rewarded.
14

Building Awareness! - Last 10 years of Google Search
15
June 2015
100%

What Is Onboarding?
• Onboarding is the process of bringing new hires into
your company—what Wikipedia calls “organizational
socialization.”
• When onboarding is well-executed, the new hire feels welcomed and
integrated. Expectations are clearly communicated, mentors and training
opportunities are provided, and feedback is offered to support growth and
correction.
16

Current Performance
• Only 39% of managers satisfied with integration efforts
—RHR Consulting
• Only 56% of employees feel their managers have a good knowledge of
what they do and provide for the use of their unique talents.
— TalentMap
• An average of 50% of newly hired executives quit or are fired within
their first three years
— Harvard Business School
• 89% of new hires don’t have knowledge needed to “hit the ground
running”
— AIRS
• 46% of newly-hired employees will fail within 18 months, while only
19% will achieve unequivocal success
— Leadership IQ

Onboarding Should Be a Top HR Priority
• 25 percent of the working population experiences
career transitions
• Managers begin new jobs every two to four years.
• 50% of senior outside hires fail within 18 months
in a new position.
• 50% of hourly workers leave new jobs within the
first 120 days.
18
 percentage of annual salary to replace an employee:
- Entry level: 30–50 percent
- Mid-level: up to 150 percent
- High-level or highly specialized: up to 400 percent
Source: SHRM Foundation’s Effective Practice Guidelines Series

The Costs of Turnover Adds Up Fast
Assume you loose 12 employees in one year, averaging one per month.
Six of these employees were entry level, with an average salary of $40,000.
• It costs, on average, $16,000 to replace each employee at 40 percent of their
annual salary, for $96,000 total.
Four of these employees were mid-level, with an average salary of $80,000.
• It costs, on average, $120,000 to replace each employee at 150 percent of their
annual salary, for $480,000 total.
Two of these employees were senior, with an average salary of $120,000.
• At 400 percent of their annual salary to replace them, you’re looking at almost
$1 million, specifically $960,000.
Add everything up and you’re looking at costs of over $1.5 million to
replace just 12 employees. Numbers seem high? Fair enough – there
are organizations that estimate replacement costs to be lower.
19

When Do Your New Hires Leave?
What percent of your new hires leave within their first year?
 0 – 5%
 6 – 10%
 11 – 20%
 21 – 30%
 Over 30%
 Not Sure
Top performing companies have less than 5%
of new hires leave the company during their
first year
Top performing companies have over 95% of
new hires participate in a formal process
85% of top performing companies solicit
feedback from new hires at each stage of
employment

What Employees Say… Talentmap Entry Surveys
• “On-boarding was great, but then I went to my
work area and realized none of that mattered
now”
• “More by luck that someone settles in”
• “No clear idea of what’s needed in the role”
• “My manager was so busy, I didn’t even see
him until my second week on the job”
• “My peer “Buddy” handed me four product
manuals, and told me to start reading – After
two days of that wondered what have I done
taking this job”?

What Are Your Peers Doing?
• Online survey to HR Professionals
• February 18 - 28
• 37 Responses
Respondent profile:
Government
40%
Nonprofit
9%
Public
15%
Private
24%
NGO/Other
12%

What Do You Feel Is The Number One Reason For
Improving Onboarding?
47%
22%
14%
6%
0%
11%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Improve
retention
rates
Improve
time to
productivity
Improve
stakeholder
satisfaction
Improve
org. brand
Reduce
admin. cost
Other
Frequency(%)

In Your Experience, What Percent Of Organizations Collect
Systematic Feedback From New Employees?
50%
33%
3% 3%
11%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Less than 5% 5-20% 21-50% More than 50% Don’t know
Frequency(%)

Structured Onboarding Impacts Retention & Engagement
• A structured onboarding program - 58% more likely to remain with the
organization after three years:
• Source: Wynhurst Group
• The first 90 days of employment (often called the probationary period)
is pivotal to building rapport with the company, management and
coworkers.
• A study of 264 new employees published in the Academy
of Management Journal found:
• when support levels were high from the team and leaders, new hires often had
more positive attitudes about their job and worked harder.
• when not offered, the inverse occurred, leading to unhappy and unproductive
employees who didn’t make it much further than four months.
• Onboarding increase satisfaction, clarifying expectations and objectives
to improve performance, and reduces unwanted turnover.
• Source: SHRM Foundation’s Effective Practice Guidelines Series
25

Structured Onboarding Impacts Retention & Engagement
26
Onboarding helps new employees adjust to their jobs by establishing
better relationships to increase satisfaction, clarifying expectations
and objectives to improve performance, and providing support to
help reduce unwanted turnover.
Source: SHRM Foundation’s Effective Practice Guidelines Series

After Selection and Entry, New Employees Go Through
Multiple Adjustments
27

The 4 Levels of On-boarding…
The Job
(clarification)
The Fit
(culture)
The Affirmation
(connection)
The Basics
(compliance)

Level 1 – The Basics
• “Welcome Wagon”
• Satisfies legal/HR Needs
• Benefits enrollment/paperwork
• Overview of the organizational chart
• Company video
• Product/Services overview
• Computer training

Level 2: The Affirmation
• A fun experience
• Exposure to executives
• Party favors
• The tour was great
• Good first impressions
• Introduction to others/network building

Level 3: The Fit
• Mission/vision/values overview
• Learning Maps – understanding your business
• Model the culture you aspire to
• Customer testimonials
• Clarify work conditions/
unspoken rules of the road
• Job specific & function
specific info

Level 4: The Job
• Put managers & employees at the center
• Goal & strategy alignment
• Build the foundation for essential relationship
• Seek ways to shorten the learning
curve
• Expand your reach – redeployment
and beyond

The Onboarding Continuum: - Where do you stack up?
Onboarding
Strategy
Level
The Basics
Compliance
The Job
Clarification
The Fit
Culture
The Affirmation
Connection
Percent
Passive YES Some Little/None Little/None 50%
High
Potential
YES YES Some Some 30%
Proactive YES YES YES YES 20%
33

Onboarding Equation
Computer/software
Identity
Acronyms
Who does what?
Business cards
Payroll/Benefits
Assignment
Goals
Involvement
Contribution
Recognition
Relationships
Irritants/Turn-offs
Engagers

Case Study
• A leading designer, manufacturer and marketer of innovative
products for the communications market.
• Headquarters in Ontario: offices worldwide in Europe, Asia
Pacific, and the Americas.

TalentMap Surveys Used To Measure The Employee Experience
• Three phased employee entry survey
• Recruitment
• Onboarding
• Becoming Productive
• Student/intern surveys

What They Have one - As A Result
• Recruitment
• Entry survey provided valuable data regarding:
• The hiring process (time to hire, rounds of
interviews, quality)
• Why people are joining,
• Feedback on career website, and
• Regional differences.

Results
• Entry survey – Onboarding
• Shorter first day session
• Increased focus on supporting departmental
orientation
• Increased emphasis on consistent experience for all
• including remote, regional and home workers
• Separated onboarding into 3 stages:
• pre-hire
• new hire (first day/week), and
• post hire (1-3 and 3-6 months after joining)

Summary
40

41

60%
Lack of Systematic Feedback
Onboarding Exiting
2%
4%
Workforce

TalentGate – One Survey Platform
43
1. Analyze trends across channels
2. Zoom into individual
customer/employee segments
3. Zoom out for big picture
4. Integrate with existing systems
5. Text analytics
6. Key driver analysis
7. Turn data into insights
1. Employee Engagement
2. Employee Feedback (Exit, Entry, 360)
3. Safety Surveys
4. Customer Satisfaction
5. Voice of the Customer
6. Net Promoter® Score
7. Website Feedback
8. Product Feedback
9. Customer Service
10. Ad hoc Surveys
Action Planning Workshops
• Internal communications
• Deep dives on issues
• Train the trainer/manager
Best Practices Portal:
• Best practice platform
• View and share results
• Create action plans
• Engagement best practices
TalentMap Academy:
• Blended training program
• Engagement centric
• Aligned to corporate goals
Award Winning
Support
World Class Employee
Engagement & Survey
Expertise

Typical Questionnaires, Topics and Timing
Survey 1:
Joining
(2wks-1 month)
Recruitment
Interview
Tools
Resources
Survey 2:
Orientation & Training
(3-4 months)
Corp. Orientation
Dept. Orientation
Formal Training
Informal Training
Survey 3:
Socialization
(7-8 months)
Values
Culture & Team
Management
Engagement
44

Best Practices for Onboarding
✔ Implement the basics prior to the first
day on the job.
✔ Make the first day on the job special.
✔ Use formal orientation programs.
✔ Develop a written onboarding plan.
✔ Make onboarding participatory.
✔ Be sure your program is consistently
implemented.
✔ Ensure that the program is monitored
over time.
✔ Use technology to facilitate the process.
✔ Use milestones, such as 30, 60, 90 and
120 days on the job—and up to one
year post-organizational entry—to
check in on employee progress.
✔ Engage stakeholders in planning.
✔ Include key stakeholder meetings as
part of the program.
✔ Be crystal clear with new employees in
terms of:
• Objectives
• Timelines
• Roles
• Responsibilities
45

Onboarding Tool: Conversation Guide
Some useful questions to ask during onboarding conversations
Learning
• Give me your read on the general situation at the firm.
• What strengths/capabilities are required?
• Which strengths/capabilities exist now?
• Can you offer some examples?
Expectations
• What do you see as high priorities?
• Lower priorities?
• Current untouchable topics?
• What resources are available to invest against these priorities?
Implementation
• Tell me about the control points, both metrics and process, such as meetings, reports, etc.
• Tell me about some of the decisions we make.
• Who makes them, and who else is involved?
• How?
• What is the best way to communicate with you, including mode, manner, frequency and
how to deal with disagreements?
46

Contact TalentMap for our Onboarding Guide and Checklist
47

The Research is Clear When Onboarding is Done Correctly
• Higher job satisfaction
• Organizational commitment
• Lower turnover
• Higher performance levels
• Career effectiveness
• Lowered stress
48

Event Format Topic Date
TalentMap Webinar Live Webinar MANAGING EMPLOYEE
ENGAGEMENT DURING MAJOR
ORGANIZATIONAL CHANGE
THURSDAY,
SEPTEMBER 24,
12:00PM 1:00PM
Upcoming TalentMap Learning Sessions
sfitzpatrick@talentmap.com
1-888-641-1113, 500

Engaging New Employees Through Effective Onboarding - 13aug15

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