Think Globally, Onboard Locally: Tips for Designing a Global New Hire Experience Program


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Don’t miss out on next weeks TLNT webinar! With the growth market conundrum hypothesizing that we are the cusp of a fundamental shift of economic power from the developed world to emerging markets, and with executives unable to manage global talent now is a better time than ever to start paying attention.

With only 30 percent of executives surveyed able to manage talent globally and an even lower 28 percent actively investing in expanding global management, everyone has a little bit of room to learn some tips and tricks. Please join host Nicole Dessain in this Docusign webinar as she shares the following:

Understand impact of macroeconomic developments on global talent strategy;
Learn about key elements of a “core” onboarding experience that allows for local customization;
Receive tips and resources to get you started with designing a global onboarding program.
Missing out on an chance like this to broaden your global management skills at such a critical time as this will not be good for future business practice and/or sustainability.

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Think Globally, Onboard Locally: Tips for Designing a Global New Hire Experience Program

  1. 1. Nicole Dessain Founder & Principal Consultant talent.imperative inc July 30, 2014 Think Globally, Onboard Locally: Tips for Designing a Global New Hire Experience Program
  2. 2. Meet the presenter: Nicole Dessain 2 @Nicole_Dessain Education •University of Hildesheim: International Information Management (M.A.) Career •Founder of talent.imperative, a next generation talent management consultancy •Senior Manager at Accenture, management consulting focus on talent strategy & talent acquisition projects and research •DaimlerChrysler Financial Services expat and positions across talent management Hobbies/Interests •Travel •Horseback Riding •Art & Architecture •I survived two surfing lessons •I went skydiving – once! •Yes, this accent really is German… Travels Random Facts •Most memorable adventure…London 2012 Olympics!
  3. 3. Today’s agenda  Understand impact of macroeconomic developments on global talent strategy  Learn about key elements of a “core” onboarding experience that allows for local customization  Receive tips and resources to get you started with designing a global onboarding program 3 @Nicole_Dessain
  4. 4. Key talent trends in 2014 4 @Nicole_Dessain We used a unique method to identify 10 talent trends that will shape 2014. Download the FREE talent.trends 2014 report at 1. A key imperative: Solving the skills mismatch riddle 2. Progress at Last? Women in top leadership roles 3. Employment remix: Talent-as-a-Service 4. talent.datafication and the rise of the underdog 5. The growth market conundrum 6. talent.experience is king 7. From innovation to talent.preneurship 8. talent.driven leadership is the new black 9. The contemporary CEO – emperor with new clothes no more 10. Talent as a board level imperative
  5. 5. Trend #5: The growth market conundrum 5 @Nicole_Dessain Are you ready?Trend Drivers • While China and India are still expected to lead in real GDP growth, S.E Asian economies, along with Turkey and South Africa, are expected to outperform Brazil and Russia by 2016. (Source: EIU Country Forecast) • 60% of CEOs intend to shift focus from BRIC countries to other rapidly growing economies. (Source: EIU/Accenture “CEO Briefing 2014) • Emerging market countries are producing tough competitors that challenge multinationals. • (Source: Deloitte Business Trends 2013) • In addition to nearby markets, these competitors are expanding globally, including in the US and Europe. (Source: Deloitte Business Trends 2013)  Do you understand your organization’s growth strategy in emerging markets?  Have you assessed the talent risk for each target country?  Do you have a localized talent strategy?  Do your leaders exhibit global awareness and understand other cultures?
  6. 6. Polling question #1  What was your hardest new hire/transition milestone?  Contingent/temp new hire  Entry-level new hire  Remote/virtual new hire  Fist time supervisor/manager  Expat  External executive hire 6 @Nicole_Dessain
  7. 7. Onboarding is an integral part of the talent.experience journey “The concept of re-recruiting is really quite simple. Periodically “update” your original job offer (the one when they started or with their last promotion) so that it appears new, fresh, and exciting to a top-performing employees. And don’t just settle with re-recruiting once.” (Dr. John Sullivan) 7 @Nicole_Dessain
  8. 8. Polling question #2  What best describes your current state of onboarding?  We have a leading practice onboarding program.  We are currently in the process of re-designing our onboarding program.  We don’t have a consistent onboarding program. 8 @Nicole_Dessain
  9. 9. The business case for onboarding “Transitions are periods of opportunity, a chance to start afresh and to make needed changes in an organization. But they are also periods of acute vulnerability, because a new hire lacks established working relationships and a detailed understanding of their new role.“ (Michael Watkins, author of “The First 90 Days”)  Motivate new employees: Effectively onboarding new hires can increase an employee’s discretionary effort in excess of 20%.  Reduce new hire turnover: Upgrading an organization’s onboarding process can lead to a reduction in new hire turnover from 70% to 16%.  Improve new hire performance: Effective onboarding programs can improve employee performance by up to 11.3%. (Source: CLC) 9 @Nicole_Dessain
  10. 10. Top 5 challenges of onboarding 10 @Nicole_Dessain 1. Many programs attempt to include every possible task/procedure resulting in participant information-overload. 2. Stakeholder involvement in the onboarding process is very often not sufficient or valued. In many companies, there is confusion over who “owns” onboarding. 3. Inconsistent commitment to following through with the entire onboarding roadmap 4. Inability to update and maintain the new hire curricula to reflect current business realities on a timely basis (e.g. system updates, compliance requirements, etc.) 5. Insufficient blend of learning approaches (ILT, self-paced, OJT, computer or web-based) due to cost or resource constraints
  11. 11. Polling question #3  Which one of these challenges have you experienced the most?  <Please corresponding number from previous slide> 11 @Nicole_Dessain
  12. 12. Onboarding program design criteria  Create a “core” new hire experience  Company & business overview, culture induction  Allow for business unit/geography specific customization  Business unit strategy, local org charts, local facilities and resources  Ensure effective & efficient delivery of new hire experience  Automation of key paperwork, pacing of learning modules through LMS, manager checklists in MSS, sharable content repository for coordinators, role clarity  Determine scope and differentiation  Remote/virtual employees? Contract/contingent/temp workforce? First time manager transition? Expats? “White glove” for external executive new hires?  Identify measures of success  Quality of hire (incl. retention, performance, satisfaction/engagement) 12 @Nicole_Dessain
  13. 13. Elements of a comprehensive onboarding program 13 @Nicole_Dessain Objective Pre-Start First Day First week First 30 Days First 3-6 Months Building Partnerships and Networks Supervisor calls or emails new hire, welcomes them, answers questions Lunch with team and supervisor Meet with “buddy” and other new hires; join social media collaboration group for new hires Participate in “new hire welcome day” Participate in networking activities for new hires and buddies Managing Expectations and Meeting Performance Objectives Pre-read package and/or access to new hire portal for job-specific information Meet with supervisor to discuss strategic priorities, culture, expectations, and success measures Discuss performance goals with supervisor and document in performance management system Attend new hire and job-specific training Regular check-in meetings with supervisor to calibrate progress on goal achievement Understanding the Business & Integrating into the Company Culture Personalized HR support experience Overview of business via new hire portal/online training Cross-functional peer meetings to broaden understanding of business Attend new hire site visits and business overview meetings Continue reaching out to buddy to understand culture “intangibles”
  14. 14. Who and what? 14 @Nicole_Dessain Manager • How job is important to overall company success • Clearly articulated performance expectations & meaningful first work assignment HR/Operations • Onboarding program ownership & coordination • Access to career tools and information Senior Leadership • Welcome message from CEO • Presentations by and networking with Senior Leadership team New Hire • Drives own learning and career growth journey • Asks for help and leverages ESS and online collaboration tools Co-Workers • Brand ambassadors/testimonials • Peer mentors provide access to professional relationships & networks
  15. 15. Onboarding resources & tools 15 @Nicole_Dessain  Discussion guides for new hire & SMEs  Checklists for local coordinator, new hire, supervisor, peer mentor, Executives: HRS & EA  Peer mentor training/briefing  Project plan and/or technology-enabled workflow  Binder and/or new hire section on intranet  Welcome  My Onboarding  Our Company  My Benefits  My Systems  My Location
  16. 16. Onboarding program examples 16 @Nicole_Dessain Source: programs/centers/wappp/wlb/13_11_MGT/FGino.pdf • India-based BPO providing phone and chat support for global customers • Harvard Business School field experiment to reduce 70% new hire turnover • Control group of new hires receiving “individualized” experience (incl. senior leader how by working at company they can express themselves, introduction to group, personalized sweatshirt) • Result: People who did the organization-focused onboarding process were about twice as likely to quit than people who reflected on their strengths • Silicon Valley-based software company with a hiring rate of 50 – 250 people/week • Predictive analytics to determine what correlates with high performance • Six week coding boot camp working on real-life projects • At completion of boot camp, new employees can choose where they want to work – the rationale being that it is hard to determine which job to apply for before you know the company Sources:,
  17. 17. Stanford University new hire portal 17 @Nicole_Dessain Source: Video: employee testimonials Manager resources
  18. 18. Case study – global onboarding 18 @Nicole_Dessain
  19. 19. Case study – executive onboarding 19 @Nicole_Dessain
  20. 20. How do I get started with (re)designing an onboarding program?  Create a compelling business/value case  Gain buy-in about business sponsorship, scope, roll out phases, pilots  Design metrics that align to business outcomes  Conduct target audience surveys/interviews/focus groups to identify gaps in current program  Identify key stakeholders and involve them throughout the process  Ensure role clarity and accountability for ongoing program sustainability  Create forum for best practice sharing, especially in multi- site/multi-geography environment 20 @Nicole_Dessain
  21. 21. Polling question #4  What are your global onboarding best practices or lessons learned that you can share with today’s audience? 21 @Nicole_Dessain
  22. 22. Q&A 22 @Nicole_Dessain