Getting the most out of our new hire process
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Engagement is linked to business performance outcomes. A Singapore case study found higher engagement among top performing senior leaders. Engagement in Singapore had declined in the prior year after several years of improvement. New hire engagement starts high but declines within the first year if not supported. Taking a developmental approach to onboarding by addressing needs like competence, relatedness, and growth at different stages can help maintain engagement over time. Companies in Singapore have high recruitment rates, replacing about 1 in 3 employees annually, so onboarding is important. Feedback allows companies to track onboarding progress against milestones.
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Getting the most out of our new hire process
- 1. Getting the most out of your new hire process
- 2. 2© 2013 Sirota Consulting LLC 4 Important Numbers 27% Decline in employee satisfaction in Singapore in the last year 50 60 70 80 90 2009 2010 2011 2012 2013 16% Difference in stock performance of a highly engaged company vs. their matched comparisons 2.7% Average monthly recruitment rate in Singapore. By the end of the year, 1 in 3 are new. 33% Percentage of companies who gather feedback from new hires
- 3. 3© 2013 Sirota Consulting LLC Sirota’s Background Founded in 1972 We survey 1-1.5 million employees every year in companies like these: We help companies find people solutions to business challenges Today I want to talk about… Engagement & performance Engagement in new hires An engaging on-boarding experience Assessment Analysis Action
- 4. 4© 2013 Sirota Consulting LLC Is Employee Engagement Linked to Performance? EE P? Efficiency Innovation Customer Service Sales Performance Turnover Team Performance Stock Prices There’s a growing body of evidence that suggest Engagement is linked to multiple outcomes But what about specifically in Singapore? Performance
- 5. 5© 2013 Sirota Consulting LLC Senior Leadership Performance Ratings N 35 leaders in Singapore Lower Performers Average Performers Average Performers Lower Performers Who? One of Singapore’s largest employers with more than 100 years of history. Singapore Case Study: Engagement to Performance Top Performers • Clear communication • Involve employees • Processes for cross-team collaboration • A sense of shared future • Highly Engaged Employees Top Performers • Climate of fairness & respect • Use external ideas • Tools & focus on performance Getting the basics right A Culture of Engagement Performance Singapore Case Study
- 6. 6© 2013 Sirota Consulting LLC Engagement Trends in Singapore 77 79 81 86 84 50 60 70 80 90 2009 2010 2011 2012 2013 Motivated 70 75 78 86 81 50 60 70 80 90 2009 2010 2011 2012 2013 Proud 60 69 72 80 63 50 60 70 80 90 2009 2010 2011 2012 2013 Overall Satisfaction 65 72 71 73 64 50 60 70 80 90 2009 2010 2011 2012 2013 Recommend the Company Performance After years of improvement, Engagement dipped last year Singapore data
- 7. 7© 2013 Sirota Consulting LLC So, what about New Hires? 82 79 80 86 5+ Years 3-5 years 1 - 3 years Less than a Year Motivated to go above and beyond (%) New hires Approximately 9 out of 10 employees are engaged during their first year Global Data
- 8. 8© 2013 Sirota Consulting LLC How does Engagement change in the first year? 8 91 86 76 75 60 70 80 90 100 30 Day 90 Day 180 Day 365 Day Engagement 89 78 80 79 60 70 80 90 100 30 Day 90 Day 180 Day 365 Day Willingness to Advocate 81 77 71 70 60 70 80 90 30 Day 90 Day 180 Day 365 Day Satisfaction with My Job 87 84 74 74 60 70 80 90 30 Day 90 Day 180 Day 365 Day Culture/Environment New hires Case Study Case Study of over 1,000 new hires
- 9. 9© 2013 Sirota Consulting LLC What do new hires want ? Having a buddy assigned on my first day or some introductions to other new people in my business unit could have helped me to feel welcome and integrate into the group more easily. Better documentation, e.g. processes, business flow charts A lexicon of jargon and abbreviations that are unique to our company Training training training Have a laptop, phone ready when hired and have access to systems Having a regular one- on-one meeting with my director Attending orientation closer to when I was first hired Case Study
- 10. 10© 2013 Sirota Consulting LLC A Developmental View of New Hire Critical Needs Time Development Connected Relatedness Needs: Is the new hire fitting in? Making connections? Starting to demonstrate mastery? 3 Month New Hire 30 Day New Hire Competence Needs: Is new hire clear about role? Have they received appropriate training? Do they feel supported and able to do their job? Supported 10 Day New Hire Existence Needs: Have basic new hire work needs (information, resources, orientation) been provided? Welcomed Growth Needs: Does the new hire feel confident? Optimistic about the future? Integrated? Growing 6 Month New Hire New hires
- 11. 11© 2013 Sirota Consulting LLC Feedback Allows for Tracking Progress Against Milestones Day 10 Day 30 Day 180 Day 90 Onboarding Resources Contacts Information Expectations Welcomed Role Clarity Training Goals Guidance Supported Mentors NetworksRelationships Know-How Connected Strategy ConfidenceCoaching Career Growing
- 12. 12© 2013 Sirota Consulting LLC Involve Different Stakeholders at Different Stages HR Employees Manager Performance Day 10 Welcomed Day 30 Supported Day 90 Connected Day 180 Growing Onboarding
- 13. 13© 2013 Sirota Consulting LLC 21st Century Research Framework of the Business Environment Business Performance • Profit • Productivity • Stock Performance • Efficiency • Service • Turnover Motivation • Fit • Engagement • Commitment • Performance HRPrograms& Offerings Climate Factors • My Manager • My Career • My Job • My Team Individual Difference • Demographics & KSA • Mindset • Career Stage • Aspirations Organizational Culture • Recruiting & Onboarding • Training • EVP • Career Pathing
- 14. 14© 2013 Sirota Consulting LLC So what am I saying? • Engagement is a key “people management” outcome linked to performance. EE P 91 86 76 75 60 80 100 30 Day 90 Day 180 Day 365 Day • Most companies struggle to maintain Engagement levels in the first year (Yes, even in Singapore) Connected Supported Welcomed Growing • Taking a developmental approach to the on-boarding process can help maintain engagement & improve performance 2.7% • Companies in Singapore recruit lots of new people Recruitment Rate per month
- 15. 15© 2013 Sirota Consulting LLC Stay in touch Connect: http://sg.linkedin.com/in/lewisgarrad/With me With Sirota https://www.facebook.com/Sirota https://www.linkedin.com/company/sirota
Editor's Notes
- Based on our research, we have found that the key to successful onboarding is making sure your employees are having the right experience at the right time. We’ve found that employees have four unique needs during the course of the first year. First, new employees need to feel welcomed. We’ve found that new hires want a couple basic things. They need information, introductions, and a place to call their own – a desk or workspace with tools and resources. If you don’t meet these needs in the first few weeks, new hires often become anxious and feel overlooked. Second, new hires need to feel they are getting the support and training they need to do their job. If these needs are not being met during the first month on the job, your new hires may start to feel disoriented and overloaded. Third, new hires need to feel connected to their boss, their team, and their colleagues. This can take time, but if your new hires are not feeling a sense of connection to the company by the three month mark, they may start to reconsider their decision to join. Finally, new hires need to feel like they are competent and capable. Few things are more engaging for today’s employees than a sense of growth and development. If your employees are not starting to experience a sense of personal development, mastery, and growth by the 6 month mark, they will likely start to feel frustrated and demoralized. When these critical needs are met, new employees are not only more engaged, but they also likely to perform better.