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Reducing the Fog:
Approaches to Effective
Employee Onboarding
                          William Chin
                        Director, Staffing
                      Qualcomm, Asia Pacific
             1
Agenda
•   A Typical Orientation

•   Basic Statistics on Benefits of a Strong
    Onboarding Program

•   Approaches to Strategic Onboarding

•   Qualcomm Case Example - Developing and
    Implementing an Onboarding Program



                         2
3
Welcome
   HR Orientation
1. Ice Breaker and Intro
2. Executive Welcome
3. Badge and ID
4. PC, Account Set-up
5. Office Tour
6. Meet and Greet
7. Set-up Office
8. Welcome Lunch
9. HR, IT, Travel, Finance Policies
10. Payroll, Benefits Enrollment
11. Company History & Culture
12. Company Values
13. Training Programs




                  3
3
4
Welcome
Business Orientation
  1. Business Strategy and Plans
  2. Annual, Quarterly Objectives
  3. Targets, Quotas, Deliverables
  4. Market Analysis & Trends
  5. Key Accounts
  6. Customer Meetings
  7. Product Roadmap
  8. Monthly Report
  9. Executive Visits
  10. Ops Reviews
  11. Technical Training
  12. Vendor Engagement
  13. Supplier Meetings




                4
4
5
Welcome


   5
Welcome

Get to Work!
     5
What happened to
 the honeymoon
     period?




              6
•How does work get done around here?
•Who are key people I need to work with?
•Who can tell me where are the pitfalls?
•Who can show me the ropes?
•Is there someone I can rely on?




           7
Common Statistics
                     18 months                                 most vulnerable period to leave

                              1/3                       managers will fail at their new job/role

                                                           average time to full productivity for
                   8 - 12 weeks
                                                                      clerical staff
                         18 - 22                           average time to full productivity for
                         weeks                                       professional staff
                         24 - 28                           average time to full productivity for
                         weeks                                         executives
                                                     of the workforce want change jobs every
                             50%
                                                                    3-5 years
                                                                         8
Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
Benefits of a Strong Onboarding Program




                                                                         9
Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
Benefits of a Strong Onboarding Program




                                                                         9
Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
An
                                                                                 Experience


                                                                     A Process


                 Check List

                                                                          10
Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
An
                                                                                 Experience


                                                                     A Process


                 Check List

                                                                          10
Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
An
             New Employee                                                        Experience
             Orientation

             Forms, Registration,
             Checklists, other
             paperwork                                               A Process
             1 Day or less w/ HR


                 Check List

                                                                          10
Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
Onboarding

                                                                Formal training
                                                                classes, culture setting,
                                                                values                         An
             New Employee
                                                                Bootcamp or other
                                                                                            Experience
             Orientation
                                                                training series
             Forms, Registration,
             Checklists, other
             paperwork                                               A Process
             1 Day or less w/ HR


                 Check List

                                                                             10
Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
Strategic
                                                                                            Onboarding

                                                                                            Integrated with hiring,
                                                                                            socializing into org
                                                                                            culture, mentoring,
                                                                Onboarding                  networking

                                                                Formal training             Over a period of time
                                                                classes, culture setting,
                                                                values                           An
             New Employee
                                                                Bootcamp or other
                                                                                              Experience
             Orientation
                                                                training series
             Forms, Registration,
             Checklists, other
             paperwork                                               A Process
             1 Day or less w/ HR


                 Check List

                                                                             10
Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
11
•Company-wide climate survey
•Performance evaluations
•Manager feedback
•Employee feedback
•other informal data gathering




                                 11
Engagement
•Company-wide climate survey          •Company strategies and the employee
•Performance evaluations              •Connection with BU and related teams
•Manager feedback                     •Linkage with US teams
•Employee feedback                    •Working with virtual teams
•other informal data gathering




                                 11
Engagement
•Company-wide climate survey              •Company strategies and the employee
•Performance evaluations                  •Connection with BU and related teams
•Manager feedback                         •Linkage with US teams
•Employee feedback                        •Working with virtual teams
•other informal data gathering




Productivity
•Multiple and competing priorities
•Cross-functional project teams
•Managing expectations
•Ramp-up time



                                     11
Engagement
•Company-wide climate survey              •Company strategies and the employee
•Performance evaluations                  •Connection with BU and related teams
•Manager feedback                         •Linkage with US teams
•Employee feedback                        •Working with virtual teams
•other informal data gathering




Productivity                              Retention
•Multiple and competing priorities        •Work-life balance, over time
•Cross-functional project teams           •2nd-year critical decision point
•Managing expectations                    •Career development, promotion
•Ramp-up time                             opportunities
                                          •New grad hires


                                     11
•Reviewed existing materials
•Leveraged on US work
•Customized corporate content
•Created new local content

•Experienced Hires
•New Grads Hires




              12
12
Day 0
Pre-Onboarding




                 13
Email Welcome Note

    Day 0
Pre-Onboarding




                 13
Email Welcome Note

    Day 0
Pre-Onboarding




                        Access to corporate
                        information

                        •History
                        •Culture
                        •Org Structure
                        •Career Development
                 13
Day 1
Orientation




              14
Day 1
Orientation




              14
Day 1
Orientation




               Mentor
              Assignment

                 14
Day 2 - 365
1st Year core competency
development




                           15
Day 2 - 365
1st Year core competency
development




                           15
Day 2 - 365
1st Year core competency
development


 •Half-Day sessions
 •Facilitator-led
 •Online self-study and pre-work
 •Modular format allows flexibility based on new hire volume




                                        15
Facilitated   Search
course
titles
through
Workshops     the
Learning
Center




                 16
Facilitated   Search
course
titles
through
Workshops     the
Learning
Center




                 16
On-boarding Experience

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                                                                           17
Presented at HRM Workshop Series,
                                     Effective Onboarding, Jan 19, 2011
                   http://www.hrmawards.com/KMIConferences/EffectiveOnboarding_3pp_email.pdf

This presentation is based on my own opinions and does not necessarily represent Qualcomm’s strategies, position or opinions.
                                                                                     18

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New employee onboarding

  • 1. Reducing the Fog: Approaches to Effective Employee Onboarding William Chin Director, Staffing Qualcomm, Asia Pacific 1
  • 2. Agenda • A Typical Orientation • Basic Statistics on Benefits of a Strong Onboarding Program • Approaches to Strategic Onboarding • Qualcomm Case Example - Developing and Implementing an Onboarding Program 2
  • 3. 3
  • 4. Welcome HR Orientation 1. Ice Breaker and Intro 2. Executive Welcome 3. Badge and ID 4. PC, Account Set-up 5. Office Tour 6. Meet and Greet 7. Set-up Office 8. Welcome Lunch 9. HR, IT, Travel, Finance Policies 10. Payroll, Benefits Enrollment 11. Company History & Culture 12. Company Values 13. Training Programs 3
  • 5. 3
  • 6. 4
  • 7. Welcome Business Orientation 1. Business Strategy and Plans 2. Annual, Quarterly Objectives 3. Targets, Quotas, Deliverables 4. Market Analysis & Trends 5. Key Accounts 6. Customer Meetings 7. Product Roadmap 8. Monthly Report 9. Executive Visits 10. Ops Reviews 11. Technical Training 12. Vendor Engagement 13. Supplier Meetings 4
  • 8. 4
  • 9. 5
  • 10. Welcome 5
  • 12. What happened to the honeymoon period? 6
  • 13. •How does work get done around here? •Who are key people I need to work with? •Who can tell me where are the pitfalls? •Who can show me the ropes? •Is there someone I can rely on? 7
  • 14. Common Statistics 18 months most vulnerable period to leave 1/3 managers will fail at their new job/role average time to full productivity for 8 - 12 weeks clerical staff 18 - 22 average time to full productivity for weeks professional staff 24 - 28 average time to full productivity for weeks executives of the workforce want change jobs every 50% 3-5 years 8 Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
  • 15. Benefits of a Strong Onboarding Program 9 Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
  • 16. Benefits of a Strong Onboarding Program 9 Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
  • 17. An Experience A Process Check List 10 Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
  • 18. An Experience A Process Check List 10 Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
  • 19. An New Employee Experience Orientation Forms, Registration, Checklists, other paperwork A Process 1 Day or less w/ HR Check List 10 Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
  • 20. Onboarding Formal training classes, culture setting, values An New Employee Bootcamp or other Experience Orientation training series Forms, Registration, Checklists, other paperwork A Process 1 Day or less w/ HR Check List 10 Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
  • 21. Strategic Onboarding Integrated with hiring, socializing into org culture, mentoring, Onboarding networking Formal training Over a period of time classes, culture setting, values An New Employee Bootcamp or other Experience Orientation training series Forms, Registration, Checklists, other paperwork A Process 1 Day or less w/ HR Check List 10 Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
  • 22. 11
  • 23. •Company-wide climate survey •Performance evaluations •Manager feedback •Employee feedback •other informal data gathering 11
  • 24. Engagement •Company-wide climate survey •Company strategies and the employee •Performance evaluations •Connection with BU and related teams •Manager feedback •Linkage with US teams •Employee feedback •Working with virtual teams •other informal data gathering 11
  • 25. Engagement •Company-wide climate survey •Company strategies and the employee •Performance evaluations •Connection with BU and related teams •Manager feedback •Linkage with US teams •Employee feedback •Working with virtual teams •other informal data gathering Productivity •Multiple and competing priorities •Cross-functional project teams •Managing expectations •Ramp-up time 11
  • 26. Engagement •Company-wide climate survey •Company strategies and the employee •Performance evaluations •Connection with BU and related teams •Manager feedback •Linkage with US teams •Employee feedback •Working with virtual teams •other informal data gathering Productivity Retention •Multiple and competing priorities •Work-life balance, over time •Cross-functional project teams •2nd-year critical decision point •Managing expectations •Career development, promotion •Ramp-up time opportunities •New grad hires 11
  • 27. •Reviewed existing materials •Leveraged on US work •Customized corporate content •Created new local content •Experienced Hires •New Grads Hires 12
  • 28. 12
  • 30. Email Welcome Note Day 0 Pre-Onboarding 13
  • 31. Email Welcome Note Day 0 Pre-Onboarding Access to corporate information •History •Culture •Org Structure •Career Development 13
  • 34. Day 1 Orientation Mentor Assignment 14
  • 35. Day 2 - 365 1st Year core competency development 15
  • 36. Day 2 - 365 1st Year core competency development 15
  • 37. Day 2 - 365 1st Year core competency development •Half-Day sessions •Facilitator-led •Online self-study and pre-work •Modular format allows flexibility based on new hire volume 15
  • 38. Facilitated Search
course
titles
through Workshops the
Learning
Center 16
  • 39. Facilitated Search
course
titles
through Workshops the
Learning
Center 16
  • 40. On-boarding Experience !""#$#%&'($)*+,#-('.+.+,#/*012# 7$"F)"0'%5$* 3))#!&4#5.(&2# !"#$%&'()%* /)004%#5'()%*9:#88;* ='%'B#%B*7"#)"#($;* ='%'B$0$%&* +',*-* <"3*=)%&>* D&>*=)%&>* --&>*=)%&>* . /)01'%,*2%345()%*6* . ?#"&4'8*@$'0;* . ='&"#E*='%'B$0$%&* . ='%'B#%B*G#&>)4&* !"#$%&'()%*78'%* . /");;*/48&4"'8* . @#0$*='%'B$0$%&* H4&>)"#&,* /)004%#5'()%;* . ='%'B#%B*I)4"*J);;* . A)":#%B*'5");;*B$)* C)4%3'"#$;* +',*-* +',*KLLLLLLLL&>")4B>LLLLLLLL+',*<MN* !"#$%"#$&'(&!)*+,#"-+&.+)*+-& 1)"23"'+-& !"#$%&'($)*() 6#$#7&$7)8/".("9#$3/) <"#$=&$7)>(2"%/4.) /+0& +(",)-&./) 0  1233/%%.24)*"#$%&'($)*() 0  6#$#7&$7):(2")(5$) 0  ?24'@#'$7)#)%*"($7) !""#"$% 5(",)4&./) ;/".("9#$3/) ;"(./%%&($#4)"/;2*#'($) &'(")'*"% !"#$%"&' *&%+",$) 0%12.3'44.) !"#$%&'#() 786496:%#) -..'(#/"#$.) 5&6'#'#() 17
  • 41. Presented at HRM Workshop Series, Effective Onboarding, Jan 19, 2011 http://www.hrmawards.com/KMIConferences/EffectiveOnboarding_3pp_email.pdf This presentation is based on my own opinions and does not necessarily represent Qualcomm’s strategies, position or opinions. 18

Editor's Notes

  1. \n
  2. \n
  3. A typical new employee orientation agenda. A laundry list of items..\n
  4. A typical new employee orientation agenda. A laundry list of items..\n
  5. HR hands off the new employee to the business group manager. They go through another list of items.\n
  6. HR hands off the new employee to the business group manager. They go through another list of items.\n
  7. Managers want their new hire to get on the job right away.\n
  8. Managers want their new hire to get on the job right away.\n
  9. \n
  10. New employees are often lost and confused in their new environment without someone to help them get acquainted with the organization.\n
  11. \n
  12. \n
  13. Moving from &amp;#x201C;check-list&amp;#x201D; orientation to an onboarding experience\n
  14. Moving from &amp;#x201C;check-list&amp;#x201D; orientation to an onboarding experience\n
  15. Moving from &amp;#x201C;check-list&amp;#x201D; orientation to an onboarding experience\n
  16. Moving from &amp;#x201C;check-list&amp;#x201D; orientation to an onboarding experience\n
  17. Qualcomm case example - assessing needs\n3 critical focus areas where onboarding can make a difference\n
  18. Qualcomm case example - assessing needs\n3 critical focus areas where onboarding can make a difference\n
  19. Qualcomm case example - assessing needs\n3 critical focus areas where onboarding can make a difference\n
  20. Qualcomm case example - assessing needs\n3 critical focus areas where onboarding can make a difference\n
  21. \n
  22. \n
  23. \n
  24. \n
  25. \n
  26. \n
  27. \n
  28. \n
  29. \n
  30. \n
  31. \n
  32. Onboarding include program targeting new grads and interns\n
  33. \n