This presentation provides a high level overview of the components of a successful on-boarding program. The presenter explores best practices and offers suggestions on crafting a successful on-boarding program for any organization.
The document discusses the importance of employee retention and how it should start from the beginning of the hiring process. It emphasizes that retention begins with making a good initial job offer that promotes the company image and encourages the new hire to join. The onboarding process is also important to help new employees feel welcome and integrated into the workplace from day one. Providing training programs can help boost employee engagement to further support retention goals.
The document provides guidance on strategic hiring and talent management. It discusses establishing a consistent hiring process that includes defining the ideal candidate and finding resources. The selection process should include behavioral interviews and onboarding the new hire within their first week. It also emphasizes the importance of growing employees' skills and knowledge through training, job rotations, and projects to ensure retention and prepare for succession planning.
Individual development plans (IDPs) are often misunderstood and not effectively implemented. They are viewed as a list of training courses rather than a plan for developing capabilities needed for success. This leads to a lack of investment and perceived payoff. The document recommends reframing IDPs around developing skills needed for job success and tying them to career advancement. It suggests using a "business fitness" metaphor and making employees responsible for driving their own growth through relevant, accountable plans supported by supervisors.
This document summarizes the evolution of management theories and the key roles and responsibilities of managers. It discusses early theories from Peter Drucker that emphasized creating value and harmonizing objectives. It also outlines management functions like setting objectives, organizing work, motivating employees, and measuring performance. The document notes that effective managers develop people, establish standards, collect and analyze data, and recognize their employees as the most important resource. Overall, it advocates that managers create focus through vision, communicate meaning, build trust, and develop themselves continuously to steer their organizations toward goals.
This document discusses several key labor trends affecting human resources, including a shortage of qualified workers, high turnover, changing demographics, and new legislation. It emphasizes the importance of strong human resources programs that hire, train, motivate and retain employees. Such programs begin with proper job analysis, screening and hiring practices, and include ongoing training, performance evaluations, and competitive benefits to satisfy and retain employees. This helps create quality service for both internal and external customers.
This document summarizes best practices for creating and leading a 21st century financial advisory practice. It discusses establishing a unique team, receptive delegation, eliminating complexities, and achieving operational excellence through establishing best practices. Specific topics covered include designing a team based on shared values and skills, creating a delegation culture, streamlining processes, implementing feedback systems, and continually improving all aspects of the business. The overall message is that financial advisory practices should focus on these areas to excel in today's environment.
Employee Development Up The Pace Or Pay The Pricedawnlennon
The document discusses the importance of employee development for organizations and outlines several low-cost initiatives that HR can implement to boost employee development. It notes that while companies claim to value development, often there is a disconnect between what they say and do. As a result, employees take development into their own hands through online courses and social media. The document provides recommendations for HR to strengthen their role in employee development, including setting clear expectations, including development in performance reviews, and implementing no-cost programs like in-house book clubs, workshops, online chats, and blog subscriptions.
The document discusses challenges facing employers in Canada including a declining labor force and increasing need for skilled employees. It outlines strategies employers are using to attract, engage, and retain skilled staff such as paying employees to train others, recruiting underutilized groups, and promoting education. The document emphasizes that employers will need to better manage skills, attract the right people, and engage employees to maintain a competitive edge. It also stresses the importance of hiring good employees who are self-motivated, take responsibility, respect others, and understand the business.
The document discusses the importance of employee retention and how it should start from the beginning of the hiring process. It emphasizes that retention begins with making a good initial job offer that promotes the company image and encourages the new hire to join. The onboarding process is also important to help new employees feel welcome and integrated into the workplace from day one. Providing training programs can help boost employee engagement to further support retention goals.
The document provides guidance on strategic hiring and talent management. It discusses establishing a consistent hiring process that includes defining the ideal candidate and finding resources. The selection process should include behavioral interviews and onboarding the new hire within their first week. It also emphasizes the importance of growing employees' skills and knowledge through training, job rotations, and projects to ensure retention and prepare for succession planning.
Individual development plans (IDPs) are often misunderstood and not effectively implemented. They are viewed as a list of training courses rather than a plan for developing capabilities needed for success. This leads to a lack of investment and perceived payoff. The document recommends reframing IDPs around developing skills needed for job success and tying them to career advancement. It suggests using a "business fitness" metaphor and making employees responsible for driving their own growth through relevant, accountable plans supported by supervisors.
This document summarizes the evolution of management theories and the key roles and responsibilities of managers. It discusses early theories from Peter Drucker that emphasized creating value and harmonizing objectives. It also outlines management functions like setting objectives, organizing work, motivating employees, and measuring performance. The document notes that effective managers develop people, establish standards, collect and analyze data, and recognize their employees as the most important resource. Overall, it advocates that managers create focus through vision, communicate meaning, build trust, and develop themselves continuously to steer their organizations toward goals.
This document discusses several key labor trends affecting human resources, including a shortage of qualified workers, high turnover, changing demographics, and new legislation. It emphasizes the importance of strong human resources programs that hire, train, motivate and retain employees. Such programs begin with proper job analysis, screening and hiring practices, and include ongoing training, performance evaluations, and competitive benefits to satisfy and retain employees. This helps create quality service for both internal and external customers.
This document summarizes best practices for creating and leading a 21st century financial advisory practice. It discusses establishing a unique team, receptive delegation, eliminating complexities, and achieving operational excellence through establishing best practices. Specific topics covered include designing a team based on shared values and skills, creating a delegation culture, streamlining processes, implementing feedback systems, and continually improving all aspects of the business. The overall message is that financial advisory practices should focus on these areas to excel in today's environment.
Employee Development Up The Pace Or Pay The Pricedawnlennon
The document discusses the importance of employee development for organizations and outlines several low-cost initiatives that HR can implement to boost employee development. It notes that while companies claim to value development, often there is a disconnect between what they say and do. As a result, employees take development into their own hands through online courses and social media. The document provides recommendations for HR to strengthen their role in employee development, including setting clear expectations, including development in performance reviews, and implementing no-cost programs like in-house book clubs, workshops, online chats, and blog subscriptions.
The document discusses challenges facing employers in Canada including a declining labor force and increasing need for skilled employees. It outlines strategies employers are using to attract, engage, and retain skilled staff such as paying employees to train others, recruiting underutilized groups, and promoting education. The document emphasizes that employers will need to better manage skills, attract the right people, and engage employees to maintain a competitive edge. It also stresses the importance of hiring good employees who are self-motivated, take responsibility, respect others, and understand the business.
The document discusses coaching services provided by The Art of Excellence (TAOE). TAOE offers executive coaching, workshops, and training to help with leadership development, team building, and business success. The document provides an overview of what coaching is, how it benefits both individuals and organizations, and examples of how TAOE coaching sessions are conducted.
What's your company's employee engagement strategy? Do you have one that is working well? Finding top talent based on your company's core competencies can be challenging, but hiring and retaining the right people will help your company be in a position to grow faster. This SlideShare teaches the top techniques to recruit and hire quality employees, how to appeal and communicate with different generations of workers, leadership style that will motivate people and create a productive company culture, and using short term goals and long term career planning to retain employees.
things to consider in on boarding new employees in the organization. It includes the points to be considered while on
boarding of new employees.What best practices HR can adopt for memorable experience for new employees.
The First Ten Days of your New Job, hybrid seminar/webinar presented by Denis Curtin on November 8, 2021. Material written by Bob Podgorski. Founder of the St. Hubert Job and Networking Ministry.
Successful Recruitment strategies for startupsCodeGround.in
This content was brought to you by CodeGround Online Testing Platform. CodeGround is an online assessment and test evaluation system focused on helping Recruiters in initial screening of potential candidates from an ocean of job seekers in an automated way.CodeGround supports Online Aptitude Tests, Spoken English Communication Skills Assessments, Coding Contests in JAVA, C, C++, Ruby, Python, JavaScript and PHP. CodeGround also supports Automated asynchronous interviews. CodeGround Screening Tests can be used by Recruiters during campus hiring or to screen walkin candidates.
The Art and Science of Developing CSMs That Love Their Job - CSSummit18Totango
Presented by Chris McNamara, VP of Customer Success at Glassdoor, at Customer Success Summit 2018, Track 3.
Does it really matter whether your Customer Success Managers love their jobs? In this session I explore the linkage between employee engagement and business outcomes, sharing some of my experiences cultivating engagement at Glassdoor, focusing in particular on career progression.
Attracting and developing talent are essential to building a bench of future leaders. Using "business fitness" as a theme connects the needs of the individual with the business.
The document outlines an agenda for a workshop on improving service quality. It begins with introductions and then provides an overview of the workshop which includes understanding current service quality, defining service goals, creating an action plan, and measuring future service quality. Key topics that will be covered are the service quality framework, engaging employees, achieving consistency, communicating goals to employees, and using internal and external evaluations. The overall goal is to help participants understand where their organization's service currently stands and develop a plan to close any gaps to achieve service excellence.
Coaching for Excellence - Employee Annual Performance EvaluationTrey Scarpa
This document is an annual performance review form that contains sections for goal setting and results review on a quarterly basis, an attributes assessment, areas for improvement, employee input, an annual performance summary, and sign-off. It provides a structured format for managers to document an employee's goals, track their progress towards objectives each quarter, evaluate their demonstration of core attributes, identify development needs, incorporate self-assessment, and provide an overall performance evaluation for the review period.
This document discusses strategies for managing one's career over their lifetime. It outlines the typical stages of a career from exploration to decline. It also describes Holland's vocational preference model and provides tips for career success, including finding a mentor, developing skills and networks, supporting one's boss, gaining control of resources, and staying visible. The key strategies emphasized are selecting jobs judiciously, doing good work, presenting the right image, learning power structures, staying mobile between roles and organizations, thinking laterally, and participating in internships.
Entrepreneurship has become a popular choice among educated and business-minded people in this 21st century.
There are some proven ways to refine your entrepreneurial skills and grow in your business.
The document discusses finding and keeping the right staff. It outlines different tiers and methods for job postings, from traditional methods like signs in windows and newspaper ads to more modern options like online job boards and social media networking. It also discusses assessing candidates' skills and willingness to do the job. Retaining top employees is addressed through defining and coaching success, with performance evaluations and development plans, and recognizing achievements to motivate staff. The overall message is that employing a variety of sourcing and evaluation strategies can lead to recruiting and maintaining a high-quality workforce.
This document discusses the importance of selection in leadership and outlines some common errors in the selection process. It describes selection as either "the beginning" of an employee's successful tenure or "the beginning of the end" if an improper selection is made. Some key points include:
- Replacing employees who leave can cost companies $10,000-$50,000 per person due to tangible costs like training, with total costs up to 24 times an employee's annual salary when intangible costs are considered.
- Common errors in selection include being too subjective, making decisions too soon, lack of accountability, not prioritizing selection, and not properly training those involved in the process.
- The goals of an effective selection
MDRT UK Day - 10 Top Tips for Practice PerfectionMichelle Hoskin
The document discusses best practices for law firm management. It identifies common challenges such as a lack of guidelines, under-resourced staff, poor leadership, and inefficient workflows. It provides ten tips for improvement, including establishing objectives and policies, implementing an operations management system, delegating tasks, managing time and financials well, and constantly seeking to improve. Contact information is provided for the author's consulting firm.
This document outlines a seminar on resume writing, including the purpose of a resume as a marketing tool to get an interview, what information should be included such as contact information, education, work history, and what should be avoided like hobbies and unusual fonts. It discusses formatting resumes in either a chronological or functional style and customizing the resume for specific job postings.
Jernois Bradberry is seeking a position as a Project Manager or Recruiter in sales. He has a Bachelor's degree in Economics from the University of South Florida and an Associate's degree in Mathematics from West Hills College. His work experience includes serving as CEO Project Coordinator for Moving Up LLC where he built 30 businesses and assisted the President in decision making. He also worked as a Franchising/Marketing Manager for MD-Plus where he built and managed multiple franchises and increased sales revenue by 50%. Most recently, he was an Employment Specialist/Recruiter at Macy's where he screened potential employees and interviewed candidates.
7 Steps to Attract, Motivate & Retain Top Talentnyreport.com
This document discusses strategies for attracting, motivating, and retaining top talent. It outlines a 7 step process: 1) Benchmark current retention metrics, 2) Identify root causes for employee turnover, 3) Map the employee lifecycle, 4) Prioritize potential solutions, 5) Present solutions to managers and employees, 6) Integrate solutions into business practices, and 7) Continuously review metrics to refine solutions. Retaining top performers remains a challenge due to skills gaps, global demand, and high costs of employee turnover estimated at 20-200% of annual salary per employee.
This document provides tips on finding jobs through referrals rather than public postings. It recommends that when considering new hires, employers should first seek referrals from trusted sources about people who have a track record of past success and potential. If no suitable candidates are found that way, then a formal job posting should be made. It outlines strategies for networking through online and in-person means to learn about opportunities and build credibility. Cold calling potential employers requires identifying target companies, crafting a value proposition letter that addresses problems and benefits, and keeping messages brief. Informational interviews, internships, and part-time jobs can also help get to know an industry before pursuing a role. Overall it stresses the importance of networking, being open
Hiring Best Practices for Today's Transformational WorkplaceThe Chazin Group LLC
The document provides advice for businesses on staffing for future success and hiring their first employee. It recommends being honest about readiness for hiring and having a financial and HR plan in place. Key steps include developing job descriptions, finding candidates through various sources, creating onboarding processes, providing training and development, and retaining employees through recognition and leadership programs.
Today, only 15% of companies extend their onboarding process beyond 6 months, but 90% of companies believe employees make the decision to stay in their first 12 months. Using this guide, create an effective onboarding strategy that combines tactics with appreciation. You'll find within a 30, 60 and 90 day checklist, as well as, a full onboarding program that extends the onboarding experience to a year.
This document outlines 10 steps for increasing employee retention presented by Roy Barker of Moore Diversified Services. It begins with introductions of the company, presenter, and importance of retention. Steps 6-10 are then outlined which include creating advancement opportunities, challenging employees, praising them, developing an excellent company culture, and truly getting to know each employee. The presentation emphasizes making the company a desirable place to work long-term rather than just a last resort. It concludes with contact details to ask questions and a reminder to complete a survey.
The document discusses coaching services provided by The Art of Excellence (TAOE). TAOE offers executive coaching, workshops, and training to help with leadership development, team building, and business success. The document provides an overview of what coaching is, how it benefits both individuals and organizations, and examples of how TAOE coaching sessions are conducted.
What's your company's employee engagement strategy? Do you have one that is working well? Finding top talent based on your company's core competencies can be challenging, but hiring and retaining the right people will help your company be in a position to grow faster. This SlideShare teaches the top techniques to recruit and hire quality employees, how to appeal and communicate with different generations of workers, leadership style that will motivate people and create a productive company culture, and using short term goals and long term career planning to retain employees.
things to consider in on boarding new employees in the organization. It includes the points to be considered while on
boarding of new employees.What best practices HR can adopt for memorable experience for new employees.
The First Ten Days of your New Job, hybrid seminar/webinar presented by Denis Curtin on November 8, 2021. Material written by Bob Podgorski. Founder of the St. Hubert Job and Networking Ministry.
Successful Recruitment strategies for startupsCodeGround.in
This content was brought to you by CodeGround Online Testing Platform. CodeGround is an online assessment and test evaluation system focused on helping Recruiters in initial screening of potential candidates from an ocean of job seekers in an automated way.CodeGround supports Online Aptitude Tests, Spoken English Communication Skills Assessments, Coding Contests in JAVA, C, C++, Ruby, Python, JavaScript and PHP. CodeGround also supports Automated asynchronous interviews. CodeGround Screening Tests can be used by Recruiters during campus hiring or to screen walkin candidates.
The Art and Science of Developing CSMs That Love Their Job - CSSummit18Totango
Presented by Chris McNamara, VP of Customer Success at Glassdoor, at Customer Success Summit 2018, Track 3.
Does it really matter whether your Customer Success Managers love their jobs? In this session I explore the linkage between employee engagement and business outcomes, sharing some of my experiences cultivating engagement at Glassdoor, focusing in particular on career progression.
Attracting and developing talent are essential to building a bench of future leaders. Using "business fitness" as a theme connects the needs of the individual with the business.
The document outlines an agenda for a workshop on improving service quality. It begins with introductions and then provides an overview of the workshop which includes understanding current service quality, defining service goals, creating an action plan, and measuring future service quality. Key topics that will be covered are the service quality framework, engaging employees, achieving consistency, communicating goals to employees, and using internal and external evaluations. The overall goal is to help participants understand where their organization's service currently stands and develop a plan to close any gaps to achieve service excellence.
Coaching for Excellence - Employee Annual Performance EvaluationTrey Scarpa
This document is an annual performance review form that contains sections for goal setting and results review on a quarterly basis, an attributes assessment, areas for improvement, employee input, an annual performance summary, and sign-off. It provides a structured format for managers to document an employee's goals, track their progress towards objectives each quarter, evaluate their demonstration of core attributes, identify development needs, incorporate self-assessment, and provide an overall performance evaluation for the review period.
This document discusses strategies for managing one's career over their lifetime. It outlines the typical stages of a career from exploration to decline. It also describes Holland's vocational preference model and provides tips for career success, including finding a mentor, developing skills and networks, supporting one's boss, gaining control of resources, and staying visible. The key strategies emphasized are selecting jobs judiciously, doing good work, presenting the right image, learning power structures, staying mobile between roles and organizations, thinking laterally, and participating in internships.
Entrepreneurship has become a popular choice among educated and business-minded people in this 21st century.
There are some proven ways to refine your entrepreneurial skills and grow in your business.
The document discusses finding and keeping the right staff. It outlines different tiers and methods for job postings, from traditional methods like signs in windows and newspaper ads to more modern options like online job boards and social media networking. It also discusses assessing candidates' skills and willingness to do the job. Retaining top employees is addressed through defining and coaching success, with performance evaluations and development plans, and recognizing achievements to motivate staff. The overall message is that employing a variety of sourcing and evaluation strategies can lead to recruiting and maintaining a high-quality workforce.
This document discusses the importance of selection in leadership and outlines some common errors in the selection process. It describes selection as either "the beginning" of an employee's successful tenure or "the beginning of the end" if an improper selection is made. Some key points include:
- Replacing employees who leave can cost companies $10,000-$50,000 per person due to tangible costs like training, with total costs up to 24 times an employee's annual salary when intangible costs are considered.
- Common errors in selection include being too subjective, making decisions too soon, lack of accountability, not prioritizing selection, and not properly training those involved in the process.
- The goals of an effective selection
MDRT UK Day - 10 Top Tips for Practice PerfectionMichelle Hoskin
The document discusses best practices for law firm management. It identifies common challenges such as a lack of guidelines, under-resourced staff, poor leadership, and inefficient workflows. It provides ten tips for improvement, including establishing objectives and policies, implementing an operations management system, delegating tasks, managing time and financials well, and constantly seeking to improve. Contact information is provided for the author's consulting firm.
This document outlines a seminar on resume writing, including the purpose of a resume as a marketing tool to get an interview, what information should be included such as contact information, education, work history, and what should be avoided like hobbies and unusual fonts. It discusses formatting resumes in either a chronological or functional style and customizing the resume for specific job postings.
Jernois Bradberry is seeking a position as a Project Manager or Recruiter in sales. He has a Bachelor's degree in Economics from the University of South Florida and an Associate's degree in Mathematics from West Hills College. His work experience includes serving as CEO Project Coordinator for Moving Up LLC where he built 30 businesses and assisted the President in decision making. He also worked as a Franchising/Marketing Manager for MD-Plus where he built and managed multiple franchises and increased sales revenue by 50%. Most recently, he was an Employment Specialist/Recruiter at Macy's where he screened potential employees and interviewed candidates.
7 Steps to Attract, Motivate & Retain Top Talentnyreport.com
This document discusses strategies for attracting, motivating, and retaining top talent. It outlines a 7 step process: 1) Benchmark current retention metrics, 2) Identify root causes for employee turnover, 3) Map the employee lifecycle, 4) Prioritize potential solutions, 5) Present solutions to managers and employees, 6) Integrate solutions into business practices, and 7) Continuously review metrics to refine solutions. Retaining top performers remains a challenge due to skills gaps, global demand, and high costs of employee turnover estimated at 20-200% of annual salary per employee.
This document provides tips on finding jobs through referrals rather than public postings. It recommends that when considering new hires, employers should first seek referrals from trusted sources about people who have a track record of past success and potential. If no suitable candidates are found that way, then a formal job posting should be made. It outlines strategies for networking through online and in-person means to learn about opportunities and build credibility. Cold calling potential employers requires identifying target companies, crafting a value proposition letter that addresses problems and benefits, and keeping messages brief. Informational interviews, internships, and part-time jobs can also help get to know an industry before pursuing a role. Overall it stresses the importance of networking, being open
Hiring Best Practices for Today's Transformational WorkplaceThe Chazin Group LLC
The document provides advice for businesses on staffing for future success and hiring their first employee. It recommends being honest about readiness for hiring and having a financial and HR plan in place. Key steps include developing job descriptions, finding candidates through various sources, creating onboarding processes, providing training and development, and retaining employees through recognition and leadership programs.
Today, only 15% of companies extend their onboarding process beyond 6 months, but 90% of companies believe employees make the decision to stay in their first 12 months. Using this guide, create an effective onboarding strategy that combines tactics with appreciation. You'll find within a 30, 60 and 90 day checklist, as well as, a full onboarding program that extends the onboarding experience to a year.
This document outlines 10 steps for increasing employee retention presented by Roy Barker of Moore Diversified Services. It begins with introductions of the company, presenter, and importance of retention. Steps 6-10 are then outlined which include creating advancement opportunities, challenging employees, praising them, developing an excellent company culture, and truly getting to know each employee. The presentation emphasizes making the company a desirable place to work long-term rather than just a last resort. It concludes with contact details to ask questions and a reminder to complete a survey.
Professional Growth and Employee Engagement (Part 1)Stephen Shinnan
This document summarizes an upcoming webinar on innovative approaches for managing professional growth. The webinar will discuss the challenge of providing professional growth opportunities, especially in small or low-growth organizations. It will then present four new ways to enhance professional growth: career management, encouraging network development, implementing "tours of duty" between the employee and organization, and building an alumni network for former employees. The webinar aims to engage talented employees and help them build long-term employability outside of the traditional career ladder model.
Ruth Dollen Presentation by Safaraz Ali 16.08.2022.pptxThe Pathway Group
This document provides an overview of The Pathway Group, including its organizational structure, staffing updates, vacancies, events, social media presence, and areas of focus for improvement. It discusses the group's vision, mission, and journey. Appendices provide more details on its vision/mission and history. The document aims to inform stakeholders of The Pathway Group's current state and strategic priorities.
Leading and Running a BA Practice - European BA ConferenceIIBA UK Chapter
The document discusses the challenges of the previous business analyst (BA) structure, which lacked a unified BA practice. BAs had little identity or community, often performed non-BA roles, and had no professional development. A new BA practice was created with initiatives to develop BA skills, provide career progression, ensure high quality BA work, and build an industry-leading practice through defined processes, tools, and community involvement. The new structure aims to overcome the issues of the past and maximize the potential of the BA team.
Professional Development Programs for Law Firmskcbradley
The document proposes a professional development program for a law firm. It recommends conducting a needs assessment, developing a firm-wide action plan, and implementing the action plan in three phases. The proposal outlines training programs for lawyers at all levels, from new associates to partners. It emphasizes the importance of business, management, leadership and technical skills training.
Training and development is required for each and every employee in the organization, in this lesson, we have thrown light on various techniques and tools to improve the skills of employees
360 degree not only applicable for Performance Management System (PMS), this concept also useful for entire HR process during employee life cycle (called Hire to Retire)
This document discusses various aspects of training and developing employees. It covers topics like socialization, orientation, employee handbooks, the importance of training, organization development, learning organizations, and critical issues. Specifically, it defines key terms, describes the stages of socialization and orientation processes, discusses how to develop employee handbooks and identify key personnel, outlines the training and development process, and addresses the benefits of learning organizations and issues like cross-cultural training.
The document discusses how a company's business strategy influences its training programs and human resource development. It describes the strategic training and development process, which aligns training initiatives and activities with business goals and measures their impact on key metrics. The organizational characteristics that influence training are also examined, such as management support, staffing strategies, and the degree of centralization versus decentralization of the training function. Different models for organizing training departments are presented, and how training needs vary according to a company's strategy of internal growth, external growth, or disinvestment.
Onboard, Not Overboard. Accelerating New Hire Training. Webinar 04.02.14BizLibrary
In this webinar, we'll discuss five ways to accelerate the time it takes to get a new employee up to speed.
- See more at: http://www.bizlibrary.com/bizblog.aspx#sthash.mmU7v3B4.dpuf
Lisa Carman is an experienced resume writer and career coach who has helped over 1,200 clients. She guided one client, John B, out of a dead-end job within 3 months to a new job. With over 25 years of experience in professional writing and resume development, Lisa provides services such as resume writing, LinkedIn profile creation, career coaching, and corporate training workshops to help clients advance their careers.
This document summarizes a webinar about a program to help companies become one of the best companies to work for in British Columbia. The program involves companies administering an employee survey, analyzing the results, and potentially being recognized as a top employer. It discusses the value of the program, the key areas of focus for the survey, the registration and survey process, and reports and recognition available to participating companies.
This document discusses talent management and its key processes. It defines talent as innate skills or abilities that allow above average performance. Talent management is defined as the skillful management of conscious or discovered talents. The key processes of talent management include defining talent needs, identifying talent within the organization, attracting and retaining talent, managing talent through development and evaluation. Talent management is important because talented employees deliver significantly higher performance and drive innovation, competitiveness, and the ability to adapt to changes. Organizations must focus on all stages of the talent management process to successfully source, develop and retain top talent.
This document summarizes a presentation by Roy Barker on 10 critical steps to increase employee retention. The presentation is part of a two-part series, with part one covering steps 1-5, including initial screening of candidates, orientation, job-specific training, providing mentors, and ongoing training. Barker then discusses why employee retention is important by reducing costs and improving efficiency. He provides facts on average turnover costs by position and common turnover rates. The presentation concludes by inviting attendees to part two of the series to cover the remaining steps.
This document discusses strategic training and development processes. It begins by explaining how a company's business strategy influences its training needs and approaches. The strategic training process involves identifying strategic initiatives to support the business strategy, implementing training and development activities, and measuring outcomes. Examples of strategic initiatives include diversifying learning, accelerating employee learning, and capturing knowledge. Metrics consider perspectives like customers, learning, and finances. Organizational characteristics like employee and manager roles also influence a company's training approach.
The document discusses how the Building Services Authority (BSA) in Queensland, Australia links learning and development strategies to business success through calculating return on investment (ROI). BSA uses a 5-level evaluation model to measure ROI, with the highest levels assessing impact on business outcomes. BSA has achieved national recognition for its learning initiatives that develop leadership, relationship management, and organizational capabilities. BSA's approach aligns learning with its corporate direction in a fun environment and calculates an estimated ROI for various programs, with some like mediation skills training achieving savings of $1.89 million over 2 years. Moving forward, BSA aims to further measure specific program contributions to business objectives.
The document discusses the career experiences and benefits of IMA leadership for the author. As chapter president for the IMA Indianapolis chapter for two terms, the author has gained valuable experience in skills like member recruitment, marketing, career development, team management, and budgeting. This experience provided learning opportunities even without immediate financial rewards. The author later pursued the CMA certification to add value and marketability globally to their diverse career experiences in various industries. When speaking to students, the author found that the CMA is underappreciated as an alternative to public accounting, but it allows for charting different career paths for those not interested in traditional accounting.
Finding, Interviewing, and Supporting Youth Facing Barriers to EmploymentAndrea Webb
This document outlines a workshop on finding, interviewing, and supporting youth facing barriers to employment. The workshop covers: introducing the topic and guest speaker; the business case for hiring youth facing barriers; strategies for finding, screening, and interviewing these youth; and supporting them as employees. It notes that the youth unemployment rate is higher in the GTA than elsewhere in Canada, and for some groups is as high as 20-30%. Employers are advised to be open-minded in the hiring process to overcome potential biases and give youth a fair chance.
5 Ways to Build a Better Leadership Development Program - Webinar 05.14.14BizLibrary
In this webinar we'll provide you with four best practices from Fortune 500 companies that have successfully met the challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
What you'll learn:
- Importance of Leadership Development
Best Practices including:
- Strong executive involvement
- Use of tailored leadership competencies
- Alignment with the business strategy
- A “leaders at all levels” approach
- An integrated talent management strategy in which leadership development plays an integral role
Efficient PHP Development Solutions for Dynamic Web ApplicationsHarwinder Singh
Unlock the full potential of your web projects with our expert PHP development solutions. From robust backend systems to dynamic front-end interfaces, we deliver scalable, secure, and high-performance applications tailored to your needs. Trust our skilled team to transform your ideas into reality with custom PHP programming, ensuring seamless functionality and a superior user experience.
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SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART INDIA MATKA KALYAN SATTA MATKA 420 INDIAN MATKA SATTA KING MATKA FIX JODI FIX FIX FIX SATTA NAMBAR MATKA INDIA SATTA BATTA
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
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SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
2. Presenter
Alicia M. White, MBA
Principle Consultant at White
Consulting Services
7 years of training and development
experience for Fortune 100 and 500
Companies
Developed by Alicia White, MBA
2
3. “ The manner in which you
introduce a new employee to
your organization sets the tone
for the duration of the
relationship”.
Developed by Alicia White, MBA
3
4. Overview
Define onboarding
Describe recent trends in onboarding
Identify ineffective and effective approaches
to onboarding
Discuss the importance of evaluation
Developed by Alicia White, MBA
4
5. Recent Trends
Working Population
–
–
18 to 44 years of age
Change jobs 11 times during career
* Data retrieved from the Bureau of Labor and Statistics survey conducted in 2010*
Developed by Alicia White, MBA
5
6. Contributing Factors
The BOSS
Decreased company loyalty (e.g. downsizing, pay
cuts)
Limited opportunities for advancement
Job/employee mismatch
Limited/poor quality training opportunities
Developed by Alicia White, MBA
6
7. Onboarding……
Is the process of acquiring,
accommodating, assimilating, and
accelerating new team members.
Onboarding – How To Get Your New Employees Up To Speed In Half The Time (Wiley, 2009)
Developed by Alicia White, MBA
7
8. Benefits
Decrease learning curve Key component of talent
management
More engaged
employee
Position employee to be
successful in role
Reduce turnover
Decrease possibility of
performance issues
Developed by Alicia White, MBA
8
11. Ineffective Approaches
Veteran employee
provides 1 on 1 training
Give employee a manual
to read and to ask
questions, as needed
Provide a 1 week
orientation during which
time employee is trained
by a variety of people
Developed by Alicia White, MBA
11
14. Onboarding
Organization Level
Role Specific
Mission* Vision* Culture*
Policies* Procedures* Products*
Services*
Leadership Team* History* Benefits
Performance Expectations* Training on
how to do the job* OTJ training*
Mentoring* Coaching sessions*
Developed by Alicia White, MBA
14
15. Organizational Level
Introduction to the organization and key members
Educate individual about the history, mission, vision, and
beliefs of the organization
Communicate expectations surrounding
performance
Provide resources and contacts
Provide assistance with completing HR paperwork
Provide an overview of products and services
Developed by Alicia White, MBA
15
16. Role Specific
Provide education on knowledge /skills needed to
successfully perform the job
Examples include:
Computer software programs
Workflow processes
Technical training
Assignment to a mentor to assist with answering
questions and coaching
Developed by Alicia White, MBA
16
17. Remember……..
Onboarding is a process not an event
Should occur over a period of time
It should be fun and insightful!
Should not be overwhelming
Content should be delivered in “chunks” and as the
employee needs it
Developed by Alicia White, MBA
17
19. Methodology
Administer immediately following training
event
Make responses anonymous
Monitor responses for trends
Make updates/enhancements to program as
needed
Developed by Alicia White, MBA
19
20. Summary
Defined onboarding
Reviewed recent trends and contributing
factors
Identified ineffective and effective
approaches to onboarding
Discussed importance of evaluation
Developed by Alicia White, MBA
20
Hello, Today, I am presenting a webinar on the topic of Onboarding. This session is designed to last about 20 minutes. So, please join me as we explore our topic for today.
But before we get started, allow me to introduce myself. My name is Alicia White I am the principle consultant of my own consulting business. I specialize in the area of training and development working with both for profit and not for profit organizations. I have worked in the financial services industry for 15 years, five of which have been devoted to training and development. I am passionate about learning and very excited about our topic of discussion today. So without further adieu, lets get started.
Say: Consider the validity of this statement: The manner in which you introduce a new employee to your organization sets the tone for the duration of the relationship. For the purposes of illustration: Have you ever been to a restaurant and experienced really poor service? How did that experience impact your impression of the restaurant? Was it good, bad, indifferent? And most importantly, did you return to that restaurant again? This example may be an oversimplification, but you get the picture. If you have a bad experience, more than most likely you will not return to the establishment or you will be extremely skeptical of the ability of the restaurant to do what it says that it going to do. First impressions last an awfully long time. Takes a just little bit of preparation and effort to make sure you hit the nail on the head. And this absolutely applies to the onboarding process as well. So, with this in mind, let’s take a quick look at the topics to be covered in this session……..
During this presentation, we are going to explore the following: We will begin by first defining onboarding- what is it? What does it consist of, and who participates in the process. Next we will take a look at some recent trends impacting the onboardiing process. We will then identify some ineffective and effective approaches to managing the onboarding process. In doing so, we will identify what works and what doesn’t work. And lastly, we will round our discussion by discussing the importance of evaluation relative to the onboarding process. Next screen
A recent survey conducted by the Bureau of Labor and Statistics in 2010 found that workers aged 18 to 44 change jobs on average 11 times during their career. Wow. So we can see that long gone are the days of employees sticking with one company for the span of their career. Employee needs change as well as the needs of the company. And the reality is that employers can expect this trend to continue, unless some changes are made.
So, now that we know that employees change jobs frequently, let’s dig deeper and see if we can find out exactly why employees decide to leave companies. The number one reason….. Drum roll….. Is because of THE Boss. Ever heard the saying, employees don’t quit companies, they quit bosses. I’d argue that most people would not find this statistic to be shocking. The reason being, I am sure we all can take a walk down memory lane and recall a boss or two that we believed breathed fire, for lack of a better metaphor. Next, decreased company loyalty in the form of downsizing, pay cuts, reduction in perks, etc. And of course most of these were necessary, especially with the downturn in the US economy that began back in 2008. Next we have Limited opportunities for advancement. This is a big one. Employees expect to be able to progress in their careers. Very few workers are comfortable with doing the same job day in and day out for 20 years. The ability to move around and or up in the organization is important for employees today, of all age groups. Next, employees leave companies because of a mismatch between the job and the employee. In other words, there is a poor fit between the worker and the job, for whatever reason. Sometimes, the job may not be a good match for the employee which results in the employee becoming disengaged and either becoming a performance issue or quitting. Lastly, limited and or poor training opportunities. Exmployees value training opportunities, the opportunity to expand their skill-sets, to be able to perform at a higher level within their current role and or to help prepare them for a future role. And this is where we are going to tie in onboarding. Onboarding is a critical component of the employee lifecycle. But before we go too far, let’s take a quick look at onboarding by first defining it………
Here is one definition I really like: Onboarding is officially defined as the process of acquiring, accommodating, assimilating, and accelerating new team members into the organization. Please note the word process. Onboarding is a process that occurs over a period of time or at least it should. So, let’s drill down a bit on this definition. Here we see reference to the 4 As…… Acquiring,… the process of going out finding and hiring the best person for the job. Accommodating…..making the new employee feel valued, important, and apart of the team. Assimilating……The process of absorbing the new employee into the culture of the organization. Lastly, accelerating….providing opportunities for the new employee to receive the training and direction needed to move forward successfully within their new role-at a faster pace, with a sense of purpose that is clearly defined. And again, I would like to emphasis the fact that onboarding is a process because many organizations get this part wrong. So, now that we have a solid working definition of on-boarding, let’s talk about some of the benefits of implementing and manintaining an effective onboarding program. .
So, I saved the benefits slide for last-a little backwards-but I wanted to make sure that as we end the presentation- with careful consideration given to the benefits because they absolutely justified the time and resource allocation for developing an effective onboarding program: First Decrease learning curve: More engaged employee Reduce turnover Key component of talent management Position employee to be successful Decrease possibility of performance issues. So, as we can see, there are several benefits of utilizing effective onboarding programs and the opportunity cost of not utilizing an effective program can be very costly. So, let’s move on and discuss differentiating between ineffective and effective approaches to managing the onboarding process
Since we have already established that onboarding is a process that occurs over a period of time, let’s start by examining some traditional approaches utilized by organizations that have been proven time and time again to be ineffective. First, let’s consider the fact that traditionally onboarding was restricted to training related activities exclusively. For example, we tend to think of onboarding as new hire training, new hire orientation, or etc. And accompanying this definition, is the picture of a new employee sitting in a classroom being lectured to about the company’s history, mission statement, , vision, etc. Let’s get away from this picture and start to think of onboarding from a macro perspective. Meaning all activities that occur during the new employees induction into the organization. So, let’s begin with getting it wrong.
What are some the traditional approaches to orientating new employees that do not work? Any ideas? Well, let’s take a look at a few.
The classic ineffective approach is defining onboarding as a training only event. And this occurs by matching the new employee with a veteran employee that provides one on one training. Gives the new employee a pad to take notes and tells them to write down everything that he does for future reference. I love this one. Talk about being set up to fail. Next, give employee a manual to read and tell the employee to ask questions as needed. Well, what is wrong with this question? A new employee does not know what questions to ask. I am sure the manual is big and boring and overwhelming. Too much information too fast. Again, a recipe for disaster. Lastly, provide a one week orientation during which the employee is trained by a variety of people. And mind you, these people are not trained in adult learning theory and end up much of the time doing more harm than good. Even though their intentions are good. Alright, so here were have three proven ineffective approaches to onboarding new employees. By investing a little bit of time and resources, an ineffective onboarding program can be transformed into an effective program.
And by doing so, allowing the employee to begin his or her new career better positioned, more informed, and more engaged. Let’s take a look at how to get it right.
The key to a successful onboarding program is to utilize a modular approach. In doing so, information is delivered to the new employees just in time….or as they need it. So for example, instead of providing a new employee with information on benefits that will not become effective for another 30 days, wait until two weeks out and then provide the employee with the information so that they have time to review it, process it, and be able to make a decision once the time comes to do so. Also, utilizing a modular approach will allow you to categorize information to ensure that it flows and helps to set the expectations of the employee so that they know what to expect next. Remember, new employees are already overwhelmed so making the process as simple as possible helps to ease stress and anxiety surrounding starting a new job.
So, in considering a modular approach, let’s take a look at some of the content that is important and should be included. These are things all new employees should know and or at least be familiar with at the end of the formal training associated with the onboarding process: And here on this diagram we have the content broken down into two categories. Organization level and Role specific. So, let’s first begin with organization level. What are some of the topics that should be covered.
Introduction to the organization and key members. This includes members of the leadership team and any other person that the new employee needs to be aware of. Educate individual about the history, mission, vision, and beliefs of the organization. This is very important. Hopefully, top notch employees have already done their homework and are already familiar with some of these items. But of course, it helps to hear it directly from a member of the organization that is passionate about the organization and their role. Communicate expectations surrounding performance. Here we want to have a discussion surrounding performance, how performance is assessed and most importantly, what a good job looks like. Provide resources and contacts- Introduce employee to resources and key contacts that may be able to help them find their way and or assist them with acquiring the materials and or supplies they need to d their job. Provide assistance with completing HR paperwork: Completing the HR paperwork is a stand alone process by itself. Making sure to carve out time for completion of the necessary paperwork and setting expectations surrounding next steps and or what to expect can help to ease stress and calm the new employee., Lastly, Provide an overview of products and services. Educate the new employee about the products and services offered by the organization, how they stack up against the competition, and how what they do ties into the big picture helps to establish a sense of identify and purpose for the new employee.
Next is role specific. These are the topics that are related to what the employee was hired to do.. Their job in essence. First, provide education or knowledge /skills needed to successfully perform the job. Some examples can include training on: Computer software programs Workflow processes Technical training Could also include assignment to a mentor to assist with answering questions and to provide coaching. This is the meat and potatoes of the onboarding process and where most of the time and resources should be allocated. Making sure that the employee receives the instruction needed to be able to successfully perform their job is the responsibility of the manager and or supervisor. Remember, you invested time and money into finding this new employee. Now, in order to realize the return on your investment, you have to level the playing field by making sure to provide the employee the best start possible.
So here we have a couple of best practices to look at: Remember… onboarding is a process not a event. It should occur over a period of time. Depending on the source, most experts contend that it takes on average 6-9 months for a new employee to become fully productive within their new role. And of course this number varies depending on the role and the duties associated with that role. Also, onboarding should be fun and insightful. Incorporate learning activities that break up the monotony, allows the new employee to bond with other new employees enhances the learning process and retention of the material. And make sure that the program is not constructed in such way that it is overwhelming for the new employee. This can be avoided again by structuring the content in such a way that it is logically delivered. Nothing confuses a new employee more than information that is delivered when it is not meaningful to them or dumped on them. And it also is a waste of time and resources for the organization. Don’t simply push paper and or check items off-make sure that the information is absorbed. And of course, this is where the input from a learning and development professional would be the most valuable. And this can all be accomplished by delivering the information in chunks. Chunks are defined as small blocks of learning material delivered, reinforced, and then briefly revisited. This process helps to increase retention and ensures that the learning “sticks” as intended.
So let’s do a quick review of what we have talked about so far, We defined onboarding, we reviewed some of the recent trends pertaining to employment trends and the role training plays, we explored some ineffective and effective approaches to managing the onboarding process, we reviewed a couple of best practices, and to round out our session today, we will briefly review the importance of evaluation in the onboarding process.
A key component of the onboarding process is the evaluation. Evaluation should occur after each session and adjustments made as appropriate. The materials should be visited every so often say perhaps quarterly because things change, polices and procedures change, members of the team change. And the materials will need to be updated to reflect those changes. A couple of best practices relative to the evaluation process include the following: Administer immediately following the training event. And this feedback is usually captured utilizing a level 1 evaluation and or level 2. Make responses anonymous in order to ensure that honest feedback is reported. Monitor the responses and or feedback over a period of time in order to identify trends which could uncover an area of opportunity. Lastly, make sure to incorporate the feedback., as it makes sense to do so. Nothing demoralizes employees more than feedback that is overlooked and or not acknowledged.
So, in conclusion developing an effective onboarding program is not rocket science. Does it require a little extra effort, planning, and some additional resources. Yes. Is it worth the additional effort? Yes, because as you recall earlier in the presentation, we discussed some of the reasons why employees decide to leave organizations and training was identified as one of those reasons. So, to quickly recap: We defined onboarding, reviewed recent trends and contributing factors, identified ineffective and effective approaches to managing the onboarding process, and discussed the importance of evaluation. Hopefully, this presentation has helped to demystified the onboarding process a little and has provided you with some new information you can take way and apply to your organization.
Alright, so that concludes my presentation. For additional information and or to contact me regarding consulting services, please feel free to visit my website at www. Aliciawhiteconsultinig.com Thank you again and HAPPY Learning!