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Implementing Onboarding Best Practices in Your PeopleSoft HCM
The document discusses best practices for employee onboarding using PeopleSoft HCM, emphasizing the importance of strategic onboarding to improve retention and productivity. It outlines the onboarding process, key activities, and the roles of various stakeholders in facilitating a successful transition for new hires. The document also highlights the impact of automation and effective onboarding systems on reducing costs and improving employee engagement.
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Implementing Onboarding Best Practices in Your PeopleSoft HCM
- 1. Implementing Employee OnboardingBest Practices in PeopleSoft HCM Doris Wong, CEO Colleen Neymeyer, Dir, HCM Strategy September 26, 2012
- 2. Presenters • Doris Wong,Chief Executive Officer – Former Group VP and General Manager for Oracle’s PeopleSoft product line – 25+ years technical, product development & business experience in software industry – 17 years PeopleSoft veteran • Colleen Neymeyer, Dir, HCM Strategy – Former HR Manager; over 20 years Human Resources experience – 15 years working with HR technology – PeopleSoft HCM since v3.0
- 3. Agenda • About SmartERP • Onboarding Trends • Best Practices • Automated Onboarding • Q&A
- 4. About SmartERP: Human Capital Financials and Campus Management Supply Chain Solutions Innovative Solutions & Services for PeopleSoft Common – Critical – Complementary Extend Improve ROI Get Faster Leverage Existing Functionality Results Investment • Pre-built, packaged, • Architected as add- • Rapid • PeopleSoft data proven solutions on solutions implementation model and existing • Highly configurable – • Avoid customizations • Deep PeopleSoft data tailor to YOUR needs • Low-cost knowledge & • Current PeopleSoft • Customer driven • Minimal risk experience business rules and requirements • Unique best processing • Release independent • Affordable – no upgrade practices for • End-user PeopleSoft required implementations & skills • Integrated with upgrades • Infrastructure and existing PS apps • On Premise solution technology
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- 6. Average 1st YearNew Hire Attrition 22.7% PwC Saratoga 2011/2012 US Human Capital Effectiveness Report Onboarding 2011, The Path to Productivity, Aberdeen Group
- 7. New Hires New Hires Often Feel Should Feel
- 8. News Travels Fast– Bad News Travels Faster “Well, here ready to start my 1st day back in the workforce and my boss is late. Thank God for my old trusty iPhone to entertain me. “ “Really just an all around great 1st day at my new gig w/ 3M. I’m excited to see how this all turns out!” Twitter Posts – July 2012
- 9. Turnover is Costly Recruitinga Replacement $ Compensation Paid to Departing $ Employee Training (Classroom & On the Job) $ Hiring Manager and Work Team Time $ Lost Productivity $ Total Cost 50% – 150% of Annual Salary
- 10. What Drives Turnover? Poor Onboarding Problems with Poor Mgr / New Hiring Process Hire Relationship Role Not as Inadequate Expected Candidate Pool Failure to Connect & Build Relationships
- 11. Average 1st YearNew Hire Attrition 22.7% 1st Year New Hire Attrition 4%* *With Onboarding Best Practices PwC Saratoga 2011/2012 US Human Capital Effectiveness Report Onboarding 2011, The Path to Productivity, Aberdeen Group
- 12. The Promise ofOnboarding Cut Recruiting Speed Time Improve Improve Data Costs to Productivity Retention Quality Reduce Increase Stay Drive Admin Time Engagement Compliant Performance
- 13. Onboarding Best Practices
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- 15. Orientation Offer Accepted Month 1 Month 6 Month 12 First Day Month 3 Month 9 • Complete Forms • Policy Review • Limited Training
- 16. Onboarding Offer Accepted Month 1 Month 6 Month 12 First Day Month 3 Month 9 • Complete Forms • Policy Review • Employee Development • Limited Training • Cultural Socialization • Ongoing Mentoring • Performance Mgmt
- 17. Onboarding - Strategic Offer Accepted Month 1 Month 6 Month 12 First Day Month 3 Month 9 Orientation - Tactical Offer Accepted Month 1 Month 6 Month 12 First Day Month 3 Month 9
- 18. Key Onboarding Activities Forms Completion Mgmt Involvement Benefits Enrollment Orientation to Company Info Employment Elig Verification Socialization Provisioning 30-60-90 Day Performance… Aberdeen Team Building Bersin Plan a Lunch Buddy System Mentor Programs Other First Day Assignment New Hire Clubs 0% 20% 40% 60% 80% 100% Strategic Onboarding: Insight & Analysis, Bersin & Associates, March 2010, Aberdeen Onboarding 2010/2011
- 19. Forms Completion Prior toFirst Day until complete Objectives What How • New Hire • Online • Better Data process accuracy & • Payroll • Electronic completion • Benefits signatures rate • I9 • Automated • Improved notifications compliance • Company specific • Audit trail
- 20. Socialization Prior to FirstDay through 1st Year What How Objectives • Team Building • Social Networks • Reinforce job • Networking • Online Learning decision • Mentors • Development • Develop KSAs • Buddies Plans for Role • Scheduled • Informal • Bond with learning & Activities Peers development • Learn informal activities structure • Social Networks • Understand org • Sr Mgmt language Connection • Retention
- 21. Provisioning Prior to FirstDay through 1st Year What How Objectives • Configure • Automate as • Increase computer part of Productivity • Set up email Onboarding • Drive • Order security process satisfaction badge • Integrate to • Obtain network other systems access • Order Business Cards
- 22. Development & Performance First6 – 12 months What How Objectives • Assess skills • Online skills • Shorter time to • Establish assessment productivity development • Complete • Clearly defined goals performance and expectations • Define development • Provide timely performance docs feedback goals • Enroll in learning • Identify training • Assign mentors needs • Establish • Assess progress development activities
- 23. Who to Onboard New Hires M&A Internal Employees Transfers Temporary Consultants Employees Interns
- 24. Who Participates inOnboarding? Human Manager Resources Peer New Hire Peer Direct Reports
- 25. One Size Doesn’tFit All Vary Onboarding Process Based On: •Role or Job •Generation •Location •Culture •FT/PT/Temp Status •New Hire vs. Transfer
- 26. Onboarding KPIs New Hire Engagement Time to Productivity First Year Retention Rates Completion Rate for Onboarding… Improved Employer Branding Visibility of New Hire % Delinquent in Task Completion % of Hires Connected to Social… 0% 5% 10% 15% 20% 25% 30% 35% 40% Best Practices in Onboarding a Multigenerational Workforce, Bersin & Associates, October 2009
- 27. Assessing Onboarding Effectiveness NewHire Surveys • Necessary Tools Available? • Timely Paycheck? • Benefits Enroll Process Clear? • Initial Welcome? • Management Coaching? • Help Available When Needed? Hiring Manager Surveys • Necessary Information Shared? • Onboarding Process Thorough? • New Hire Performance Satisfactory? Periodic Performance Reviews
- 28. Impact of Onboarding Laggard Industry Avg Best in Class 90% 82% 80% 75% 70% 62% 60% 50% 48% 39% 40% 35% 30% 30% 20% 17% 18% 18% 10% -1% 3% 0% -10% Meeting Perf Improved Hiring % of Org Goals % of New Hires Goals Mgr Sat Achieved Highly Engaged Onboarding 2011, The Path to Productivity, Aberdeen Group
- 29. What to Lookfor in an Automated Onboarding System
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- 31. Integration with ATS- Data
- 32. Broad Task ManagementSupport Company Property
- 33. Broad Task ManagementSupport Company Property
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- 37. Administrative Support &Analytics
- 39. For more informationon employee onboarding best practices and automating your process, contact: Telephone: 925/271-0200 Email: sales@smarterp.com
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