Employee onboarding and employee engagement in it organizations human resource management
•Download as PPTX, PDF•
3 likes•1,330 views
This document discusses employee onboarding and engagement in IT organizations. It defines onboarding as the process of acquiring necessary knowledge and skills to become an effective organizational member. It provides a model for onboarding and best practices such as orientation programs and monitoring progress. It also defines employee engagement as the level of commitment and involvement an employee has, and discusses its importance. Finally, it provides examples of companies that effectively implement onboarding and engagement strategies like Microsoft, IBM, and Zensar.
Recommended
More Related Content
What's hot
What's hot (20)
Viewers also liked
Viewers also liked (18)
Similar to Employee onboarding and employee engagement in it organizations human resource management
Similar to Employee onboarding and employee engagement in it organizations human resource management (20)
More from AKSHAY KHATRI
More from AKSHAY KHATRI (13)
Recently uploaded
Recently uploaded (20)
Employee onboarding and employee engagement in it organizations human resource management
- 1. Employee Onboarding And Employee Engagement in IT Organizations Suyash Jain (C016) Apoorva Jajoo (C017) Shreya Khare (C018) Akshay Khatri (C019) Tejasv Kumar (C020) Aakarsha Lamba (C021) By:
- 2. Onboarding
- 3. It refers to the mechanism through which new employees acquire the necessary knowledge, skills, and behaviors to become effective organizational members and insiders
- 6. Model for onboarding Source: Bauer & Erdogan, 2011
- 7. Best Practices for Onboarding ✔ Implement the basics prior to the first day on the job. ✔ Make the first day on the job special. ✔ Use formal orientation programs. ✔ Develop a written onboarding plan. ✔ Make onboarding participatory. ✔ Ensure that the program is monitored over time. ✔ Use milestones, such as 30, 60, 90 and 120 days on the job—and up to one year post-organizational entry—to check in on employee progress. ✔ Include key stakeholder meetings as part of the program. ✔ Be crystal clear with new employees in terms of: • Objectives. • Timelines. • Roles. • Responsibilities
- 8. ◉ Being one of the biggest firms of the world, Microsoft hires almost 10,000 employees every year. With such a large influx of newcomers each year, Microsoft saw an opportunity to leverage onboarding of employees around the world. CASE : Keeping On-boarding up-to-date at Microsoft
- 9. Microsoft, which has an entire HR team devoted to keeping their onboarding program up-to-date, came up with these wonderfully simple rules : • Managers play a critical role • Peer mentors provide “safe havens” for new employees to ask questions, gain knowledge and explore the culture • “everyone’s job”—not just HR’s • Team members play a critical role in providing support, knowledge and a welcoming climate
- 10. ◉ The Microsoft Academy for College Hires aka - MACH, is an onboarding program designed to recruit top-performing engineers and graduates in IT and provide them with a comprehensive on-boarding curriculum. Microsoft-IT provides them guidance and help them excel in their career in Microsoft. Source : www.microsoft.com/mach
- 11. Source : SHRM Foundation’s Effective Practice Guidelines Series
- 12. CASE : IBM “Assimilation Process” IBM takes a very proactive approach to onboarding, and does it in three stages: Source : www.nolimitsasia.com / tranformational_onboarding Affirmation Beginning Connecting
- 13. Employee
- 14. What is Employee Engagement ? ◉ In simple terms, Employee engagement is the level of commitment and involvement an employee has towards their organization and its values. ◉ An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organization.
- 15. Aspects of Employee Engagement ◉The employees and their own unique psychological make-up and experience. ◉The employers and their ability to create the conditions that promote employee engagement. ◉Interaction between employees at all levels.
- 37. Two concepts that we continually see in top-performing companies: 1) business and talent strategies are intimately connected 2) leadership and employee engagement are essential for success. ◉ A 5% increase in employee engagement is linked to a 3% increase in revenue growth in the subsequent year ◉ Employers enjoy strong leadership, reputations, and performance orientation in addition to strong employee engagement. Culture of employee Engagement
- 38. The Aon Hewitt Engagement Model “Aon Hewitt defines engagement as the psychological state and behavioural outcomes that lead to better performance.” Employee Engagement Model Reference - http://www.aon.com/attachments/human-capital-consulting/2015-Trends-in-Global-Employee-Engagement-Report.pdf
- 39. Engaged Outcomes: Say • Speak positively about the organization to co-workers, potential employees, and customers. Stay • Have an intense sense of belonging and desire to be a part of the organization. Strive • Are motivated and exert effort toward success in their jobs and for the company.
- 40. Business Outcomes: • Retention • Absenteeism • Wellness Talent • Productivity • Safety Operational • Satisfaction • Net Promoter Score/Customer Loyalty • Retention Customer • Revenue/Sales Growth • Op. income/margin • Total Share Holder Return Financial
- 41. NET Employee Engagement Year-over-year Net Engagement +2%+15% Engaging -13% Disengaging
- 43. Enablers of Engagement ◉Strategic Narrative ◉Engage Managers ◉Voice Employees ◉Integrity
- 44. Case Study
- 45. Employee Engagement A personal connection employees have with their job, organization, manager, or team that motivates them to excel at their work STRIVESTAYSAY Speak positively about the organization Desire to be a member of the organization Go beyond what is minimally required
- 46. Driving Engagement by managers Manager Relationship Trust in Senior Leadership Pride in Organization Connection to Organization’s success Job Satisfaction Discretionary Effort Co-Worker Relationshi ps Utilization of strengths Development of opportunities Employee Engagement 46
- 47. ◉Zensar’s Employee Engagement Score of 83% ,a benchmark in the industry (as measured by the Hewitt Engagement Survey) bears testimony to the fact that Zensar’s people policies have been appreciated by its associates. ◉ Acknowledging performance-driven individuals through a Total Rewards approach that provides compensation for the associates, and by creating a flexible work culture while delivering great career opportunities Total Rewards Model Monetary Benefits Non-monetary Benefits
- 48. Total Rewards Model Monetary Benefits Non-monetary Benefits • Soft loans for education, medical exigencies for self and family. • Vehicle loans as well as hard furnishing loans • Special skills allowance for those with rare or niche skills • Shift allowances. • Performance based Employee Stock Options • Re-imbursement of educational expenses for approved certifications and education programmes • Extension of the medical insurance policy to parents • Compensatory holidays • Training, skill development and motivational sessions • Excursions and outdoor activities to strengthen team spirit • Vision community •Women Excellence Forum
- 49. Employee Care Services ◉Daycare Center ◉Madat-Online ◉On the Campus Medical Centre ◉Bus facility ◉Conveyance for associates working in shifts ◉Round-the-clock Canteen www.zensar.com | 2012 © Zensar 49
- 50. Empowerment ◉Women for Excellence (WE) ◉iZen-Zensarian-Zenpoints ◉Global Everybody Meetings (EBMs) ◉Zenlounge+ ◉Whistle Blower Policy 50
- 51. Recognition And Gamification ◉ Zenpoints Program ◉The Annual Excellence Awards ◉Quarterly Awards ◉Long Service Awards ◉Value Games www.zensar.com | 2012 © Zensar 51
- 52. Vision Circle ◉Have been part of Zensar since 2001. ◉Brings together employees from different functions,geographies,levels. ◉Discuss ideas in various rounds.Leads to innovation and their possible implementation ◉Performed in various rounds.
- 53. Conclusion ◉Employee-centric companies share a purpose- driven culture focused on developing, recognizing, and motivating employees. ◉Reward plays a part in engagement, but only up to a point. Employees should be rewarded, but not-over rewarded. 53
- 55. Thank You !
Editor's Notes
- Process thru which new employees move from being organizational outsiders to becoming org insiders.
- Compliance is the lowest level and includes teaching employees basic legal and policy-related rules and regulations. • Clarification refers to ensuring that employees understand their new jobs and all related expectations. • Culture is a broad category that includes providing employees with a sense of organizational norms— both formal and informal. • Connection refers to the vital interpersonal relationships and information networks that new employees must establish.
- The best companies build and sustain a culture of engagement, led by CEOs who understand that employee engagement is not just a “nice to have” but critical to achieving business results. Leaders in these elite organizations also understand that employee engagement is primarily their responsibility
- These are the engagement drivers within management control—brand, leadership, performance, the work, the basics, and company practices.
- companies with higher engagement levels also have better talent, operational, customer, and financial outcomes.
- over the course of the measurement, we saw that in actuality 13% of those who were engaged became disengaged, and 15% who were previously disengaged became engaged (+15% – 13% = 2% net engagement effect).
- mb • Soft loans for education, medical exigencies for self and family. • Vehicle loans as well as hard furnishing loans • Special skills allowance for those with rare or niche skills • Shift allowances for those working in non-standard hours. • Performance based Employee Stock Options • Re-imbursement of educational expenses for approved certifications and education programmes • Extension of the medical insurance policy to parents Nb • Compensatory holidays for those who work on holidays and weekends to meet client deliverables. • Training, skill development and motivational sessions through the year to augment associates’ skill base thereby enabling them to improve their productivity. • Excursions and outdoor activities to strengthen team spirit and build a cohesive work environment for team excellence. • Adventure sports, theatrical as well as musical ventures and sports club, are also an integral part of the organisation which are identified as great ways to pump up employee spirit. • Vision community is a unique initiative at Zensar where the formal strategy development process in the organisation begins at an informal level. It is a platform for all Zensarians across the levels to come together and formulate strategies for the organisation. This is done to give each associate a chance to add to the organisational development. WOMEN EXCELLENCE FORUM