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New employee onboarding
The document summarizes an onboarding presentation about reducing employee confusion through effective onboarding programs. It begins with describing a typical orientation process, then discusses statistics showing the benefits of strategic onboarding over checklists or brief orientations. It provides Qualcomm's case example of developing a year-long onboarding program including pre-arrival materials, multi-day orientation, ongoing training, and mentorship to improve engagement, productivity, and retention.
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New employee onboarding
- 1. Reducing the Fog: Approachesto 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
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- 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
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- 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
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- 10. Welcome 5
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- 12. What happened to the honeymoon period? 6
- 13. •How does workget 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 aStrong Onboarding Program 9 Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
- 16. Benefits of aStrong 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
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- 23. •Company-wide climate survey •Performanceevaluations •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 •Leveragedon US work •Customized corporate content •Created new local content •Experienced Hires •New Grads Hires 12
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- 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
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- 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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
- 41. Presented at HRMWorkshop 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
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- #4 A typical new employee orientation agenda. A laundry list of items..\n
- #5 A typical new employee orientation agenda. A laundry 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 HR hands off the new employee to the business group manager. They go through another list of items.\n
- #8 Managers want their new hire to get on the job right away.\n
- #9 Managers want their new hire to get on the job right away.\n
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- #11 New employees are often lost and confused in their new environment without someone to help them get acquainted with the organization.\n
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- #14 Moving from &#x201C;check-list&#x201D; orientation to an onboarding experience\n
- #15 Moving from &#x201C;check-list&#x201D; orientation to an onboarding experience\n
- #16 Moving from &#x201C;check-list&#x201D; orientation to an onboarding experience\n
- #17 Moving from &#x201C;check-list&#x201D; orientation to an onboarding experience\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 Qualcomm case example - assessing needs\n3 critical focus areas where onboarding can make a difference\n
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- #33 Onboarding include program targeting new grads and interns\n
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