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Recruiting & On-Boarding: Like Peanut Butter and Jelly - Anna Halbrooks

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Lessons learned from building out the recruiting and onboarding functions for local start-ups and the importance of connecting the two to create a seamless experience for employees to launch them to achieve their full potential

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Recruiting & On-Boarding: Like Peanut Butter and Jelly - Anna Halbrooks

  1. 1. Recruiting & Onboarding Like PB & J
  2. 2. Anna Halbrooks Recruiting Manager Symplicity
  3. 3. Onboarding is associated with: Retention High performance Employee Satisfaction Employee Engagement Earlier productivity Higher profitability Benefits Promote alignment Context Change Agent Increase organizational efficiency Create leadership opportunities
  4. 4. Recruiting Data & Onboarding
  5. 5. Recruiting Data & Onboarding ● Strategic consultant ● Formally or informally, Recruiters are measured by the success of their hires ● Onboarding process is key to a new hire’s success ● Recruiters have a big stake in the onboarding process
  6. 6. Logistics I9s, Orientation, computer setup, etc. Onboarding is so much more! Strategy Aligning new hires with business objectives. Recruiters have a key opportunity to contribute.
  7. 7. Making people feel welcome Employee Value Proposition. Overview of Business Vision. Product. Strategy. How Things Work Around Here What resources do I have and how do I use them? Establish early feedback loops Formal feedback loops are key. Three C’s Cadence. Contacts. Content. Iteration Collect quantitative and qualitative data. Tweak. Rise & repeat.
  8. 8. Making people feel welcome and instilling pride in Organization Employee Value Proposition.
  9. 9. Post Offer ● The fun begins before day one ● Personalized welcome messages ● Invite to company events
  10. 10. Day One ● Golden time- seize the moment! ● Decorating office space, SWAG ● Meeting with Leaders and creating shared experiences
  11. 11. How Things Work Around Here What resources do I have and how do I use them? Who do I got to for what?
  12. 12. How Things Work Around Here ● Policy, Tools, Process, oh my! ● Nothing is obvious to a new hire.
  13. 13. Formal Organizational Socialization ● Who we are, how we do things ● Distinguishing features & collective identity
  14. 14. Informal Organizational Socialization ● Beware of surprises! ● Consider: in what ways are you going from good to great?
  15. 15. Establish early feedback loops Formal feedback loops are key.
  16. 16. Establish multiple feedback mechanisms & road maps. Giving and receiving feedback gets easier the more you do it. Start early.
  17. 17. New hires don’t know what they don’t know. They might stumble and they might not know they’re stumbling.
  18. 18. Key points of feedback ● Two Weeks ● Three months (90 days) ● Six months
  19. 19. Check In questions (from Onboarding: How to Get Your New Employees up to Speed in Half the Time. NY: John Wiley.) ● Gauge alignment. ● Give me your read on our situation. ● What are our priorities? ● How do we make decisions?
  20. 20. Iteration Collect quantitative and qualitative data on the onboarding process. Tweak based on feedback. Rinse & repeat.
  21. 21. New Hires don’t know what they don’t know. ● Dig ● Ask many questions many different ways
  22. 22. The Three C’s
  23. 23. ● Cadence ● Content ● Contacts ● No one size fits all
  24. 24. Cadence ● Cohorts ● How often and long should new hires meet?
  25. 25. Content ● What should new hires learn at each interval?
  26. 26. Contacts ● Relevant stakeholders who can best speak to information
  27. 27. Overview of Business Vision. Product. Strategy.
  28. 28. Transactional Transformative The Evolution of an Onboarding Program
  29. 29. The Evolution of an Onboarding Program 1. Meet and Greet Hi. How’re you? 2. Meet each department Structured(ish) presentations. More thought goes into these meetings as the process evolves. 3. Collective narrative Origin story. How we got where we are today. yyy 4. Business strategy Here’s where we’re going and here’s how you will help us get there.
  30. 30. Making people feel welcome & instilling pride in Organization Employee Value Proposition. Let people know you are glad they are here. Overview of Business Vision. Product. Strategy. How Things Work Around Here What resources do I have and how do I use them? Who do I got to for what? Establish early feedback loops Formal feedback loops are key. Three C’s Cadence. Contacts. Content. Iteration Collect quantitative and qualitative data. Tweak. Rise & repeat.
  31. 31. Key points of understanding ● Spheres of influence ● Department dynamics ● Mechanisms for creating change
  32. 32. Evaluate Focus groups Survey Data What’s good? What’s next? Gather Allies People Ops Culture Gurus Sales Training Try & Tweak Start small Create a roadmap Iterate
  33. 33. Little steps can make a big difference ● Buddy/ ambassador system ● Set up a “recruiting process feedback” meeting ● Prep your new hires for the onboarding process ● Personalized onboarding ○ Setting up 3-5 structured orientation meetings
  34. 34. Personalized onboarding ● Know the candidate ● Know the role ● Know the team
  35. 35. Consensus Meeting → Onboarding Meeting ● How can we set this person up for success? ● Are our expectations of this new team member in alignment? ● How can we create a great first impression? ● What are we worried about? ● What systems/stakeholders/partners/vendors should this person become acquainted with?
  36. 36. What onboarding experiences have had a big impact on you?
  37. 37. What does onboarding look like at your company?
  38. 38. THANKS! Any questions? You can find me at AHalbrooks@Symplicity.com Follow me: @AnnaHalbrooks
  39. 39. Sources ● Onboarding – How to Get Your New Employees Up To Speed in Half the Time (Bradt and Vonnegut, Wiley, 2009) ● SHRM Foundation’s Effective Practice Guidelines Series. “Onboarding New Employees: Maximizing Success” (Bauer, 2011) ● The First 90 Days (Watkins, 2013) ● Harvard Business Review: “Your New Hires Won’t Succeed Unless You Onboard Them Properly” (Ellis, Nifadkar, Talya, Bauer, Erdogan, 2017) ● BCG Perspectives; “Realizing the Value of People Management: From Capability to Profit” (Rainer, Caye, von der Linden, Horacio Quiros and Haen, 2012)

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