Manager Onboarding: The Key to New Leader Success
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Smart organizations are recognizing the critical impact on effectively onboarding new hires. So, why not extend that to new managers? After all, when 50% of employees have left at least one job because of a manager, you want to make sure new managers are set up for success. Onboarding for new managers is the critical piece that comes as the manager starts their new management role so they get training on what they need to do when they need to do it as a manager. Leadership and management development can happen before, during or after the promotion and those skills will stay with them. But manager onboarding helps new managers get off on the right foot day one. This webinar shares what you need to cover in your new manager onboarding program and then provides a five-step process you can use to develop your own program. From making an honest assessment of the outcomes you need to the design, development, implementation and ongoing evaluation, expert guest Sharlyn Lauby provides a high-level overview to get you started. Give your new managers the support they need to be the best coach, mentor and guide for their employees. It increases their engagement in the job and that’s good for the people they manage and for the organization, too.
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Manager Onboarding: The Key to New Leader Success
- 1. MANAGER ONBOARDING: The Key to New Leader Success April 13, 2017
- 2. Copyright © 2017, Halogen Software Inc. All rights Reserved. Confidential. Faces & Names! Sharlyn Lauby President ITM Group, Inc. @hrbartender Julie Harrison Product Marketing Halogen Software @coffeewithjulie
- 3. Copyright © 2017, Halogen Software Inc. All rights Reserved. Confidential. Today’s Webinar The who, what, and why of manager onboarding 5 steps for developing a program, including: - The skills that every new manager needs - Measuring program success - How HR tech can help Final tips, including: - How to sell the idea in your org. A C B
- 4. The who, what, and why of manager onboarding
- 6. Copyright © 2017, Halogen Software Inc. All rights Reserved. Confidential. The Role Managers Play in Organizational Success Source: State the American Workplace – Gallup of employees have left their job to get away from their manager at some point in their career50% Managers account for 70% of variance in employee engagement70%
- 7. Copyright © 2017, Halogen Software Inc. All rights Reserved. Confidential. What is Manager Onboarding?
- 8. Copyright © 2017, Halogen Software Inc. All rights Reserved. Confidential. Why Manager Onboarding? • Replacement and succession planning − Quits are at an 8-year high (SHRM) − Eventually, the Boomers will exit the workforce • Management and leadership development − Management and leadership are two different things − Leadership exists at every level of the organization • Self-management and engagement − Engagement is stagnant (Gallup) − Autonomy is learned through self-management
- 9. Copyright © 2017, Halogen Software Inc. All rights Reserved. Confidential. Audience Poll Does your company have a manager onboarding program? • Yes, and it’s been successful for us. • Sorta. We have a manager orientation program. • No, but we’re considering it. • No, we need to be convinced.
- 10. Copyright © 2017, Halogen Software Inc. All rights Reserved. Confidential. Today’s Webinar The who, what, and why of manager onboarding 5 steps for developing a program, including: - The skills that every new manager needs - Measuring program success - How HR tech can help Final tips, including: - How to sell the idea in your org. A C B
- 11. 5 steps for developing a programB
- 12. Copyright © 2017, Halogen Software Inc. All rights Reserved. Confidential. 5 Steps for Developing a Program 1. Assessment 2. Design 3. Development 4. Implementation 5. Evaluation
- 13. Copyright © 2017, Halogen Software Inc. All rights Reserved. Confidential. 1. Assessment • Don’t skip it • Gap analysis – Where will the industry be in 3-5 years – Where will the business be in 3-5 years • Don’t throw the kitchen sink in it
- 14. “Organization shall set you free.” – Alton Brown
- 17. Copyright © 2017, Halogen Software Inc. All rights Reserved. Confidential. 2. Design • Goals and objectives – Realistic – Relevant • Mixed delivery style – Classroom – Mobile and social – MicroLearning and eLearning
- 18. Copyright © 2017, Halogen Software Inc. All rights Reserved. Confidential. Audience Poll Does your organization currently use an LMS? • No • No, but we’re thinking about investing in one • Yes, but our employees don’t seem to use it much • Yes, and at least 25% of our people access it daily
- 19. Copyright © 2017, Halogen Software Inc. All rights Reserved. Confidential.
- 22. Copyright © 2017, Halogen Software Inc. All rights Reserved. Confidential. 3. Development • Introduction • Discussion/Demonstration • Testing/Practice • Feedback/Debrief • Wrap-up/Closing
- 23. Copyright © 2017, Halogen Software Inc. All rights Reserved. Confidential. Image courtesy of Nancy Simutis • Introduction • Discussion/Demonstration • Testing/Practice • Feedback/Debrief • Wrap-up/Closing
- 24. Copyright © 2017, Halogen Software Inc. All rights Reserved. Confidential. 4. Implementation • Pilot programs • Phased implementation • Content – Human resources – Technical/hard skills – Management/soft skills – Career development – Well-being
- 25. Copyright © 2017, Halogen Software Inc. All rights Reserved. Confidential.
- 26. Copyright © 2017, Halogen Software Inc. All rights Reserved. Confidential. 5. Evaluation Qualitative • Surveys • Stories Quantitative • Kirkpatrick levels • Return on investment • Cost per hire • Turnover
- 28. Copyright © 2017, Halogen Software Inc. All rights Reserved. Confidential. Audience Poll Does your company have a mentorship program? • Yes, and we’ve found it to be valuable. • Yes, but it could be better • No, but we’re considering it. • No, we’re not sure it’s right for our culture.
- 29. Copyright © 2017, Halogen Software Inc. All rights Reserved. Confidential.
- 30. Copyright © 2017, Halogen Software Inc. All rights Reserved. Confidential. Photo: Suits USA
- 31. Copyright © 2017, Halogen Software Inc. All rights Reserved. Confidential. The Next Promotion • Coaching • Mentoring • Alumni groups • Networking • Knowledge management
- 34. Final tipsC
- 35. Copyright © 2017, Halogen Software Inc. All rights Reserved. Confidential. Parting thoughts … • Do your homework! • Start small and build • Get current managers involved • Use evaluations for future updates
- 36. Copyright © 2017, Halogen Software Inc. All rights Reserved. Confidential. Audience Poll
- 37. Copyright © 2017, Halogen Software Inc. All rights Reserved. Confidential. Questions? Julie Harrison Product Marketing Halogen Software Sharlyn Lauby President ITM Group, Inc.
- 38. Contact us Sharlyn Lauby ITM Group, Inc. slauby@itmgroupinc.com 954-659-2237 www.hrbartender.com Julie Harrison Halogen Software jharrison@halogensoftware.com 613-270-1011 x 4458 www.halogensoftware.com
- 39. Ranked #1 in customer satisfaction by leading industry analysts.
Editor's Notes
- The difference between orientation and onboarding How onboarding links to ongoing performance “Must have” elements to include in your onboarding program Key metrics for measuring your program’s ROI
- JULIE Thank you – and hello everyone. My name is Julie Harrison and I am a Product Marketing Manager at Halogen Software and a Senior Certified Professional with SHRM, the Society of Human Resource Management. I’m really happy to be here today and to have the pleasure of introducing today’s key speaker, Sharlyn Lauby [“Charlene Lau-bee”]. Sharlyn is president of the ITM Group, which is a consulting firm based in Florida that develops training and HR solutions for clients worldwide. You might already known Sharlyn from her popular blog HR Bartender, which has been recognized as one of the top 5 blogs ready by human resources professionals by SHRM. Throughout the presentation, Sharlyn is going to dive deep into how to develop a manager onboarding program and I am going to join in periodically and share some thoughts on how talent management technology can be an enabler for those ideas. And with that, I will hand things over to you, Sharlyn.
- JULIE Okay, let’s dig into today’s webinar program. When I heard about Sharlyn’s new book, I knew she was on to something really valuable! And that’s why this webinar has been inspired by her book. We’re going to cover: The who, what and why of manager onboarding 5 steps to designing your own onboarding program, including: 4 skills that every new manager needs, How to measure an onboarding program’s success, and how HR tech can help out And then we’ll wrap up with some final tips, including how to sell the idea inside your organization. And if today’s webinar really gets a fire in your belly, then I also want to be able to give you a chance to really get into the details by giving away some copies of Sharlyn’s book to some of our attendees today.
- JULIE
- JULIE At Halogen, we’re really focused on how organizations can create positive work experiences for their people. A huge part of this involves re-imagining our traditional performance management processes. And key to this is managers. Managers are not responsible for a once a year chat with their employees. People want much more than that. And, frankly, they need much more than that to be able to be productive. They need their leaders to: - Prepare and conduct meaningful performance conversations - Set, align and manage goals - Align development activities with performance outcomes; and to discuss these in regular coaching conversations - And to evaluate performance more consistently, objectively and accurately When you consider this list, with everything else on a manager’s plate, it’s no simple ask. But it’s critical for an organization’s success.
- JULIE The old saying goes that people don’t leave companies, they leave their managers. And it would seem that the data backs this up. 50% of employees surveyed in a Gallap Poll said that they have left at least one job in their career to get away from their manager. But perhaps even more worrisome is the employees that don’t physically leave. But they check it mentally or emotionally but becoming disengaged. When you consider that managers account for 70% in variance in employee engagement, this is a real risk. So what is manager onboarding? I’m going to let Sharlyn answer this for us… I will also make reference to … A. Employee engagement - http://www.gallup.com/businessjournal/182792/managers-account-variance-employee-engagement.aspx B. Employee retention - http://www.forbes.com/sites/larsschmidt/2016/12/16/why-retention-will-be-the-biggest-talent-challenge-of-2017/#ae380577f506
- SHARLYN Manager onboarding is one-part success strategies and one-part welcoming and socialization and As for who it’s for, it’s for New managers -- they could be coming in from the outside or being promoted from within. Either way, they’ll need the two parts of onboarding.
- SHARLYN
- JULIE Okay, let’s dig into today’s webinar program. When I heard about Sharlyn’s new book, I knew she was on to something really valuable! And that’s why this webinar has been inspired by her book. We’re going to cover: The who, what and why of manager onboarding 5 steps to designing your own onboarding program, including: 4 skills that every new manager needs, How to measure an onboarding program’s success, and how HR tech can help out And then we’ll wrap up with some final tips, including how to sell the idea inside your organization. And if today’s webinar really gets a fire in your belly, then I also want to be able to give you a chance to really get into the details by giving away some copies of Sharlyn’s book to some of our attendees today.
- SHARLYN
- SHARLYN ADDIE model was created by Florida State University in the 1980s to design training programs for the military. It’s a very flexible model. Mention SAM (Successive Approximations Model) as an alternative. “Leaving ADDIE for SAM” by Michael Allen
- SHARLYN Gap analysis – what do you currently have and where do you want to be? Tell training communication story. Tell NCL abbreviated assessment story.
- SHARLYN Once you know what you want to do, you have to find a concise way of doing it. [Once you get data from the assessment, you’ll also want to figure out how to organize it. How you’ll accomplish … lead into Julie]
- JULIE Yes, thanks Sharlyn. As you’ve mentioned, an onboarding program will include a number of different elements. But there’s no need to overwhelm your new manager. You can use HR technology to help make the process easier and far less overwhelming. On the screen now, I will share an example using a woman by the name of Aileen Beets. The screen shot you’re seeing is pulled from the Halogen TalentSpace platform and it shows what Aileen’s homepage looks like. You can see that she has some Learning already assigned to her as she moves into her new role as a manager. [CLICK] For the sake of this example, it’s just one course called Communicating as a Leader. And a Manager Onboarding Program is on her home page as well. [CLICK] You can see here that has a task to complete a hypothetical manager onboarding program called Growing in Leadership. Now, let’s take a closer look at this Onboarding program on the next slide.
- JULIE In the platform, you can add all of the different elements of your Manager Onboarding program. For example, the first set of activities in the program listed here for Aileen are under the category title of “Get to know your team.” [CLICK] When Aileen is ready to get started, she finds a note saying “Congratulations, let’s get you set up for success in your new leadership role at Dunrite! Let us take this journey together. The steps below will get you off to a solid start.” You can see that the Dunrite organization is recommending that Aileen use the Talent Profile feature of their platform to get to know her team … to set up 1:1 meetings with each of her team members … and to get familiar with different types of feedback for her to provide to her team members. [CLICK] It’s easy for Aileen to keep track of her progress as well as to keep her direct supervisor in the loop using the system and checking off items as she completed them. Naturally, this is just a fictitious example. Sharlyn can tell you more about the actual Design of the program.
- SHARLYN What are the goals and objectives of the program? ABCD Model A = audience (The participants…) B = behavior (will be able to name the 5 steps of the ADDIE model…) C = condition (after listening to the webinar…) D = degree (with 90 percent accuracy.) Training magazine – approx. breakdown of delivery methods (45% classroom, 25% online, 30% blended) https://trainingmag.com/trgmag-article/2o15-training-industry-report Many organizations are able to accomplish a great deal of delivery through a Learning Management System or LMS.
- JULIE
- JULIE A learning management system can be a huge advantage to an organization. [CLICK] For example, when it comes to Manager Onboarding, on the screen right now are three sample learning paths for the manager skill of Coaching. It saves so much time for a manager to pre-planned learning paths prepared for them. It also increases that manager’s confidence that you, as an organization, are supporting them in their success. This particular screen shot is actually pulled right from my own system here at Halogen. Any employee is able to self-registration for learning. Why would you want to restrict them, right? So, if I go to my system and type in “Coaching”, three different learning paths are presented for me to choose from. But supervisors can also add learning paths that they feel will help their employees. I’ll show this to you know on the next slide.
- JULIE [CLICK] Here we are back to Aileen Beets. She’s a new manager and her supervisor is Bob Keith, who recommended she complete a learning path called “Developing as a Leader.” This learning path includes courses, such as a classroom course called “Communication Skills for Leadership.” [CLICK] And it also includes activities to go and do. Such as this one [CLICK], which says, “Look for patterns in your performance feedback and evaluations of others. Are you providing feedback equitably to each individual?” This screen is actually from our 1:1 Exchange tool, which managers and employees use for productive meetings. Here, Aileen and Bob are having their weekly 1:1 meeting, with an agenda that is auto-populated by the system. [CLICK] As one of the agenda items, we have the Learning Path that Bob recommended she take. Learning research tells us that if it’s not reinforced, the learning will not get entrenched into behaviour. So, having Bob discuss this with Aileen presents an excellent opportunity for the two of them to find opportunities for Ailenn to put her new learning into action. This brings us back to Sharlyn’s Step #3 – Development.
- SHARLYN This is the guide for how to deliver the actual training topic. It works for any audience size and both skills / knowledge topics. Introduction – Why the topic is important (WIIFM) and gauge audience knowledge Discussion/Demonstration – explain the topic Testing/Practice – give participants a chance to practice/ask questions in a safe environment Feedback/Debrief – find out how participants plan to use the training back at work Wrap-up/Closing – reinforce key points
- SHARLYN EXAMPLE – We’re all employees at a restaurant. I’m going to teach you how to open a bottle of wine. Introduction – How would you like to earn more tips when you serve tables? The key is to master opening a bottle of wine. How many people have opened a bottle of wine before at the table? Discussion/Demonstration – Here are the steps: 1) present the bottle with the label facing the guest, 2) open the bottle always keeping the label facing the guest, 3) present the cork to the guest Testing/Practice – give participants a chance to practice/ask questions in a safe environment, including what to do if the cork breaks Feedback/Debrief – find out how participants plan to use the training back at work (What was the easiest part of the process? What was the most difficult?) Wrap-up/Closing – reinforce key points
- SHARLYN Remember in Step #1 we talked about not taking on too much. This is why. Implementation is the most visible part of the process. Consider rolling out the program 1) with a pilot group who can give you feedback and 2) in phases – do a manager “orientation program” then add some other pieces. Topic to consider: HR topics – Great opportunity to build relationships with new managers. Managers are representatives of the organization. They need to know when to consult with HR. Technology – New managers are now sitting on the other side of the companies performance management technology, collaboration technology, etc. They need to know how it works and their responsibilities. Relationship management (part of the SHRM Competency Model) – the ability to manage interactions, provide service, and support the organization. (i.e. coaching, networking, etc.) Critical evaluation – Managers have to be able to analyze data and make decisions based upon that data.
- SHARLYN Stressed out managers do not create calm teams.
- Sharlyn The metrics you already probably calculate (turnover, cost per hire, yield ratios) Orientation/onboarding metrics (Kirkpatrick) Storytelling (focus groups, stay interviews, surveys) Tell the Kia leadership training story. “How to Measure Human Resource Management” - Jac Fitz-enz
- JULIE I agree, Sharlyn, that evaluation is so critical to our projects. Beyond evaluating the program itself, new managers can engage in their own form of self-evaluation by requesting feedback from their team members. I used to use a paper-based version of this that was a quick Stop-Start-Continue survey. But technology makes this far easier and less time intensive. For example, Aileen is our new manager. And she has a team mate named Eve Corban. [CLICK] On the screen you can see Eve’s homepage in the TalentSpace system. And one of her tasks is to provide feedback to Aileen. Aileen has called 360 feedback exercise “30 Days In – How am I doing?” This exercise can help create a culture of upward feedback, not just downward.
- SHARLYN
- Sharlyn When are you going to hire your replacement?
- Sharlyn Tell the Fred W. story. Couple slides ago, I mentioned starting with a manager orientation program and then adding pieces. Here are a few pieces you can add.
- JULIE After Aileen has been a manager for a while, she might want to share what she’s learned and also extend her own leadership skills by becoming a mentor. But how does she find someone who actually wants a mentor with her skills? Again, technology When all employees have a talent profile in the system, you can do a simple search. For example, [CLICK] here we have a search for anyone who has registered their interest in the Dunrite Mentorship Program. Aileen can then look for anyone who is seeking a mentor with Sales as an area of focus.
- JULIE And *boom* Aileen gets 4 possible matches. She can then compare the talent profiles of the matches and determine which individual might be a best fit.
- JULIE
- SHARLYN Start small and build: Resources (people and budget) Time Buy-in
- JULIE Sharlyn – thank you so much for sharing these very practical steps that we can all take to create or improve manager onboarding. Before we open up for questions, I have one last poll for our audience. Would you like to learn about how Halogen can help you acquire, develop and retain great managers? Yes No
- Seed questions: We’re a small company. How would you add a program like this when you don’t hire managers all the time? What’s the ideal length for a manager onboarding program?