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

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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

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)

Editor's Notes

  • -Recruiting Manager at Symplicity. Raise your hand if you have ever posted a job on a college or Universtiy’s career services page?
    --90% chance that was our flagship product
  • The Boston Consulting Group and the World Federation of People Management Associations (WFPMA)

    -business landscape: connect between us and our competitors
    -Context and even more about the culture
    -Speaking with one organization who was saying that they hire lots of high performers, people would come in and walk down walls trying to change and get things done w/o any context. Now they emphasize: act after receiving context.
    -Other organizations do expect you to act, act, act, go, go, go. Your onboarding process can make that clear.
  • EXPLAIN STRATEGIC CONSULTANT
    Tactical -> Transformative
    Change the slide completely. We measure data on recruiting. Onboarding is part of that conversation.

    -quicker to ramp (quicker to be billable), employee engagement n n
    -hires that leave within the first year
    -onboarding is a security blanket
    -glassdoor search for “onboarding”
    I spent so much time emphasizing intake meetings, scorecards, proper process to get to the offer acceptance point. Led to examine our onboarding process in order, which deserves just as much time and attention as the proper recruiting process in order to reach out end goal of having a success, happy team member.
    Became so fascinated with onboarding. Today I am going to speak to my own experience, but also include a “literature review” if you will of onboarding best practices and potential pitfalls.
    Most of my experience has been in companies with fewer than 200 people, but I hope that some of this information here will be helpful to everyone including folks who work at companies larger than 200 people.

  • Tactical vs strategic onboarding?
    -People spend most of their time working.
    -Recruiters help facilitate a great match between a candidate, a company, a team and a role. This has a huge, real impact on people’s lives because they will spend most of their time in this role.
    -Onboarding is a critical part of this equation.
    -Therefore, onboarding is a critical time in determining whether or not someone is going to be happy doing what they will spend most of their time doing.



    Recruiters have a key opportunity to contribute to custom plans.
  • Tactical--->more strategic
    Can be tactical or strategic
  • HBR: Social acceptance key. Studied showed that software engineers who felt welcome were more likely to ask questions and seek out information about the organization.
  • Two slides:
    -pre offer
    -post offer
    -Add slide: golden time- New hires are so excited and eager to contribute when they start: seize the moment!
  • Two slides:
    -pre offer
    -post offer
    -Add slide: golden time- New hires are so excited and eager to contribute when they start: seize the moment!
  • Reaffirm all the reasons that they want to be there!

    Two slides: Logistics
    Next slide: formal and informal organizational structure

    Give a specific example.
    Symplicty: “slack culture.” Someone pointed out to me that there is a particular culture at the company. Slack vs email: different response based on the medium. Email formal and intimidating. Understanding this can be huge in understanding a company and getting things done.
    Logistics: payroll, benefits, PTO
    Formal: These are our core values, this is what our culture is like
    Informal: You organization may have some ways of doing things that they don’t articulate. Try to keep these from smacking a new hire in the face. The good, the bad and the ugly. Recruiters are especially adept at articulating organizational challenges and imperfections and putting them in a positive or optimistic light.
  • Two slides: Logistics
    Next slide: formal and informal organizational structure

    Give a specific example.
    Symplicty: “slack culture.” Someone pointed out to me that there is a particular culture at the company. Slack vs email: different response based on the medium. Email formal and intimidating. Understanding this can be huge in understanding a company and getting things done.
    Logistics: payroll, benefits, PTO
    Formal: These are our core values, this is what our culture is like
    Informal: You organization may have some ways of doing things that they don’t articulate. Try to keep these from smacking a new hire in the face. The good, the bad and the ugly. Recruiters are especially adept at articulating organizational challenges and imperfections and putting them in a positive or optimistic light.
  • MORE EXAMPLES OF SURPRISES: MIGRATING SYSTEMS Two slides: Logistics
    Next slide: formal and informal organizational structure

    Give a specific example.
    Symplicty: “slack culture.” Someone pointed out to me that there is a particular culture at the company. Slack vs email: different response based on the medium. Email formal and intimidating. Understanding this can be huge in understanding a company and getting things done.
    Logistics: payroll, benefits, PTO
    Formal: These are our core values, this is what our culture is like
    Informal: You organization may have some ways of doing things that they don’t articulate. Try to keep these from smacking a new hire in the face. The good, the bad and the ugly. Recruiters are especially adept at articulating organizational challenges and imperfections and putting them in a positive or optimistic light.
  • -The more touch points the better.
    -90 days is magic number
    -in some cases there’s a probationary period
    -accepted practice that by 90 day people can contribute
  • -New hires stumble...interpreting their interactions..
    -Venues to give feedback (boss, boss’ boss)
    -cohort
    -mentors/buddies
  • -New hires stumble...interpreting their interactions..
    -Venues to give feedback (boss, boss’ boss)
    -cohort
    -mentors/buddies
  • New employees often make missteps and may find it challenging to understand and interpret positive or negative reactions they receive from co-workers. This means they will often need feedback and guidance.
  • Tactical -> Transformative
  • -Example of blend
    -New hire surveys. Great perspective on tactical issues.
  • -Break this into several slides. List considerations for each.

    Cadence (scheduling, intervals, how do we space them out), contents: what do they need at each of those intervals?, volume and contacts (who are their stakeholders?), perspective: at each stage of onboarding you want to facilitate a broader perspective. Empower them to contribute in a strategic way. Strategy is constantly evolving. Dynamic environment.
    -Airbnb: 4 days of onboarding in the morning and then on Friday they go volunteer together
    -Onboarding meeting just like an intake meeting.
    -Do all new hires start together?
    -OK we have these 4 new hires starting at different times. We cannot change their start date because the business needs them immediately. Which of their onboarding sessions can we group together?
    -How fast will they become exposed to the different parts of our business?
    -No magic formula for you, but I know that this is one of the challenges of scaling an onboarding function and it can be especially painful once you hit a new point of growth about every 50 employees.
  • -Break this into several slides. List considerations for each.

    Cadence (scheduling, intervals, how do we space them out), contents: what do they need at each of those intervals?, volume and contacts (who are their stakeholders?), perspective: at each stage of onboarding you want to facilitate a broader perspective. Empower them to contribute in a strategic way. Strategy is constantly evolving. Dynamic environment.
    -Airbnb: 4 days of onboarding in the morning and then on Friday they go volunteer together
    -Onboarding meeting just like an intake meeting.
    -Do all new hires start together?
    -OK we have these 4 new hires starting at different times. We cannot change their start date because the business needs them immediately. Which of their onboarding sessions can we group together?
    -How fast will they become exposed to the different parts of our business?
    -No magic formula for you, but I know that this is one of the challenges of scaling an onboarding function and it can be especially painful once you hit a new point of growth about every 50 employees.
  • -Break this into several slides. List considerations for each.

    Cadence (scheduling, intervals, how do we space them out), contents: what do they need at each of those intervals?, volume and contacts (who are their stakeholders?), perspective: at each stage of onboarding you want to facilitate a broader perspective. Empower them to contribute in a strategic way. Strategy is constantly evolving. Dynamic environment.
    -Airbnb: 4 days of onboarding in the morning and then on Friday they go volunteer together
    -Onboarding meeting just like an intake meeting.
    -Do all new hires start together?
    -OK we have these 4 new hires starting at different times. We cannot change their start date because the business needs them immediately. Which of their onboarding sessions can we group together?
    -How fast will they become exposed to the different parts of our business?
    -No magic formula for you, but I know that this is one of the challenges of scaling an onboarding function and it can be especially painful once you hit a new point of growth about every 50 employees.
  • -Break this into several slides. List considerations for each.

    Cadence (scheduling, intervals, how do we space them out), contents: what do they need at each of those intervals?, volume and contacts (who are their stakeholders?), perspective: at each stage of onboarding you want to facilitate a broader perspective. Empower them to contribute in a strategic way. Strategy is constantly evolving. Dynamic environment.
    -Airbnb: 4 days of onboarding in the morning and then on Friday they go volunteer together
    -Onboarding meeting just like an intake meeting.
    -Do all new hires start together?
    -OK we have these 4 new hires starting at different times. We cannot change their start date because the business needs them immediately. Which of their onboarding sessions can we group together?
    -How fast will they become exposed to the different parts of our business?
    -No magic formula for you, but I know that this is one of the challenges of scaling an onboarding function and it can be especially painful once you hit a new point of growth about every 50 employees.
  • Tactical--->more strategic
    Can be tactical or strategic
  • Tactical--->more strategic
    Can be tactical or strategic
  • Tactical -> Transformative
  • Tactical -> Transformative
  • Tiffany:
    -when does onboarding start? Offer extension process, paying attention to standardizing that process and providing them with this golden ticket. Amping up offer process. Virtual high five. Can make or break an offer acceptance.
    -Boot strap “welcome to the team welcome email” can come from the recruiter
    -Template that shoots out to the new hires, each new team can add touch points
    -more touch points before the best day, the better experience
    -Buy-in from HR: let’s brainstorm. This is how recruiting will make sure that the process is seamless.
    -Recruiter encouraging new hire to take the lead of setting up meetings.
    -Recruiters can spend so much time trying to create an amazing experience, can all go down the drain if people aren’t trained on how to onboard people. Create templates.

    ---How applies to remote hires

    Other Tiffany slide:
    -15 min window, have questions of my own to get a raise of hands, ask audience things
    -Buddy systems

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