Laura Florin is an expert and accomplished people leader with more than 20 years of experience in leveraging people and resources to build strong teams at every level (not to mention being very familiar with the stay interview process). Now working for Videri, a maker of energy-efficient digital displays, Laura uses her expertise in people and compliance to manage four different onboardings in two countries. Laura understands what it takes to not only make new hires feel welcome but also make them feel like they want to stay for a long time. We were lucky enough to sit down with her and pick her brain on all the employee onboarding best practices. In this episode of The Employee Onboarding Podcast from Process Street, Laura discusses:
Why Onboarding New Employees is Vital for Retention (Employee Onboarding Podc...Kashish Trivedi
“Can prioritizing onboarding really help boost retention?” you may be asking yourself.
The short answer is yes, it really can.
For this episode of Process Street‘s Employee Onboarding Podcast, the team participated in an employee onboarding panel at the HR Transform conference in Las Vegas.
We had a great time hanging out with customers and discussing how important a role onboarding plays in retaining your talent long term.
Clever Hacks for Hiring – June 2016 LondonLever Inc.
Valuable recruiting tips on the topics of how to write reachouts well; how to create a human candidate experience; and how to punch above your weight in employer branding, courtesy of Talentful, Lost My Name and Lever.
What you have been told about job searching was not the whole story! This article covers a seldom discussed secret that often is more successful than any other method for finding soul satisfying - and sometimes better paying - employment!
The document provides tips on writing an effective resignation letter for employees. It recommends keeping the letter brief and to the point by stating the intention to resign, referring to the notice period, and optionally thanking the company for the experience gained. It advises against including reasons for leaving, as there is a risk of misunderstanding that could remain in HR records. The document also contains information on recent recruitment trends focusing on candidate rights and privacy, essential skills for effective work like time management and communication, managing stress, and the importance of ongoing career development and learning.
Employers Say Skills Are LackingIn Candidates And New Hires.docxSALU18
Employers Say Skills Are Lacking
In Candidates And New Hires
Today, more than ever before, employers say job candidates are outside the company. If you can't accept feedback, handle
lacking basic skills. They may have a degree or a diploma, but emotions, resolve conflict, and work well with others, you won't
don't measure up to workplace standards. Several skills areas be hired and if on the job, could be fired.
frequently mentioned include: Adaptability. Change is constant. We all have to adapt -
Speaking skills. Many of us have grown lax and don't even to new things, new people, new ways, new technologies. If you
hear ourselves use phrases like, "he ,---------------------, can't adapt and if you don't quickly
don't", "it ain't right", "he and me bounce back after set-backs, you
went" and so on. But others do hear it r.~'iIt--,\ won't last long.\tc'3~
and it will keep someone from getting Problem solving and critical
a job or a promotion. thinking. Employers want employees-.
Businesswriting. With Twitter and who can innovate, analyze situations,
texting, it's easv-to-tall into-the -trap - - and find-solutions-to problems. With
of shortcutting and taking liberties less people and fewer resources,
with generally accepted writing rules. employees have to be self-directed,
But, whether it's a letter, memo, work independently as well as in
e-mail, phone message, or a report, teams, and think on their feet.
employers expect employees to write, ~ These skills seem common
proof, and distribute proper, clear, sense. But they are not transferring
and error-free messages. into the workplace. Some of these
Understanding numbers. Everyone is responsible for the skills can be measured, some observed, others are harder to
bottom line and the bottom line is defined by numbers. Without assess. But all of them are essential.
being well-grounded in simple and complex math, you won't One excellent program for assessing skills of job candidates
have value. and skill gaps for employees is the Office Proficiency Assessment
Interpersonal skills. Today's workplace requires teamwork
- with people above and below your rank, people inside and ... see Skills Lacking on page 3
Susan Fenner, Ph.D. has made a career out of following workplace and workforce trends. For
more than 25 years, she was the Manager of Education and Professional Development for the
International Association of Administrative Professionals (IMP) and now serves as the Chief
Learning Architect for Speakers you Need (SyN), a consortium of subject-matter experts who
provide training to organizations. She was the Admin Support Advisor on Monster, and had columns
in Office
Solution
s and OfficePro magazines. She was also the General Editor for The Complete
Office Handbook. Susan has worked with business educators and corporations to prepare office
professionals to excel in their roles. She has also worked with educators to develop a business/
administrative curriculum used throughout the U.S. and Can ...
Tips for Personalized Onboarding to Wow New HiresKashish Trivedi
LeafSpring Schools are experts in early childhood education and childcare with locations in four US states, including Virginia, North Carolina, Texas, and Indiana. Working with children during some of their most crucial learning years, it’s important that all staff members are onboarded well. That’s why the Preschool Director, Jenna Ward, takes it very seriously. Having worked with LeafSpring Schools for over a decade with experience as a chief program officer for another educational company in China, Jenna is well aware of the lengths administrators should go to in order for new hires of any culture to feel welcome and get them started on the right foot. In this episode of the Employee Onboarding Podcast from Process Street, Jenna discusse:
The document provides advice for recruiters on best practices when recruiting candidates. It discusses the importance of selling your services to clients and candidates, using various tools and platforms to source talent, building relationships with candidates, listening to clients' needs, following up consistently, being honest and transparent, asking questions to avoid surprises, and focusing on candidates' strengths rather than weaknesses. The overall message is that recruiters should market themselves effectively, cultivate strong relationships, properly understand requirements, and highlight what candidates can offer an employer.
Why Onboarding New Employees is Vital for Retention (Employee Onboarding Podc...Kashish Trivedi
“Can prioritizing onboarding really help boost retention?” you may be asking yourself.
The short answer is yes, it really can.
For this episode of Process Street‘s Employee Onboarding Podcast, the team participated in an employee onboarding panel at the HR Transform conference in Las Vegas.
We had a great time hanging out with customers and discussing how important a role onboarding plays in retaining your talent long term.
Clever Hacks for Hiring – June 2016 LondonLever Inc.
Valuable recruiting tips on the topics of how to write reachouts well; how to create a human candidate experience; and how to punch above your weight in employer branding, courtesy of Talentful, Lost My Name and Lever.
What you have been told about job searching was not the whole story! This article covers a seldom discussed secret that often is more successful than any other method for finding soul satisfying - and sometimes better paying - employment!
The document provides tips on writing an effective resignation letter for employees. It recommends keeping the letter brief and to the point by stating the intention to resign, referring to the notice period, and optionally thanking the company for the experience gained. It advises against including reasons for leaving, as there is a risk of misunderstanding that could remain in HR records. The document also contains information on recent recruitment trends focusing on candidate rights and privacy, essential skills for effective work like time management and communication, managing stress, and the importance of ongoing career development and learning.
Employers Say Skills Are LackingIn Candidates And New Hires.docxSALU18
Employers Say Skills Are Lacking
In Candidates And New Hires
Today, more than ever before, employers say job candidates are outside the company. If you can't accept feedback, handle
lacking basic skills. They may have a degree or a diploma, but emotions, resolve conflict, and work well with others, you won't
don't measure up to workplace standards. Several skills areas be hired and if on the job, could be fired.
frequently mentioned include: Adaptability. Change is constant. We all have to adapt -
Speaking skills. Many of us have grown lax and don't even to new things, new people, new ways, new technologies. If you
hear ourselves use phrases like, "he ,---------------------, can't adapt and if you don't quickly
don't", "it ain't right", "he and me bounce back after set-backs, you
went" and so on. But others do hear it r.~'iIt--,\ won't last long.\tc'3~
and it will keep someone from getting Problem solving and critical
a job or a promotion. thinking. Employers want employees-.
Businesswriting. With Twitter and who can innovate, analyze situations,
texting, it's easv-to-tall into-the -trap - - and find-solutions-to problems. With
of shortcutting and taking liberties less people and fewer resources,
with generally accepted writing rules. employees have to be self-directed,
But, whether it's a letter, memo, work independently as well as in
e-mail, phone message, or a report, teams, and think on their feet.
employers expect employees to write, ~ These skills seem common
proof, and distribute proper, clear, sense. But they are not transferring
and error-free messages. into the workplace. Some of these
Understanding numbers. Everyone is responsible for the skills can be measured, some observed, others are harder to
bottom line and the bottom line is defined by numbers. Without assess. But all of them are essential.
being well-grounded in simple and complex math, you won't One excellent program for assessing skills of job candidates
have value. and skill gaps for employees is the Office Proficiency Assessment
Interpersonal skills. Today's workplace requires teamwork
- with people above and below your rank, people inside and ... see Skills Lacking on page 3
Susan Fenner, Ph.D. has made a career out of following workplace and workforce trends. For
more than 25 years, she was the Manager of Education and Professional Development for the
International Association of Administrative Professionals (IMP) and now serves as the Chief
Learning Architect for Speakers you Need (SyN), a consortium of subject-matter experts who
provide training to organizations. She was the Admin Support Advisor on Monster, and had columns
in Office
Solution
s and OfficePro magazines. She was also the General Editor for The Complete
Office Handbook. Susan has worked with business educators and corporations to prepare office
professionals to excel in their roles. She has also worked with educators to develop a business/
administrative curriculum used throughout the U.S. and Can ...
Tips for Personalized Onboarding to Wow New HiresKashish Trivedi
LeafSpring Schools are experts in early childhood education and childcare with locations in four US states, including Virginia, North Carolina, Texas, and Indiana. Working with children during some of their most crucial learning years, it’s important that all staff members are onboarded well. That’s why the Preschool Director, Jenna Ward, takes it very seriously. Having worked with LeafSpring Schools for over a decade with experience as a chief program officer for another educational company in China, Jenna is well aware of the lengths administrators should go to in order for new hires of any culture to feel welcome and get them started on the right foot. In this episode of the Employee Onboarding Podcast from Process Street, Jenna discusse:
The document provides advice for recruiters on best practices when recruiting candidates. It discusses the importance of selling your services to clients and candidates, using various tools and platforms to source talent, building relationships with candidates, listening to clients' needs, following up consistently, being honest and transparent, asking questions to avoid surprises, and focusing on candidates' strengths rather than weaknesses. The overall message is that recruiters should market themselves effectively, cultivate strong relationships, properly understand requirements, and highlight what candidates can offer an employer.
This document provides a guide to understanding job descriptions and getting hired. It discusses how job descriptions often do not provide the full picture of a role and offers tips for gleaning more useful information. An ideal job description should include details about company culture, benefits, key responsibilities, and expectations to give applicants a realistic sense of the position and company. Understanding job descriptions thoroughly can help candidates determine if a role is truly a good fit. The document emphasizes the importance of preparation and ensuring strong alignment between a candidate's values and a company's values during the hiring process.
The Thornton Group - Finding and Keeping the Best Talent - An 8 Step Hiring ...Neil Thornton HBA, MA
Finding, keeping and engaging top talent remains a priority for most, if not all of our clients today. To help, we have developed a unique approach to recruiting that is celebrating incredible success.
4 Critical Elements of Your Onboarding ProcessUrbanBound
Onboarding is a critical element to a company's hiring process. Learn about how you can improve your procedures and make sure you're setting yourself up for the best retention percentages possible. (Check out our eBook for more in depth information: http://resources.urbanbound.com/4-missing-elements-of-your-onboarding-process)
This document contains information from a presentation on employee engagement and satisfaction. It includes:
1) Lists of the top contributors to employee satisfaction and engagement according to different studies, such as meaningful work, caring leadership, and appreciation.
2) Assignments for leaders to improve engagement, such as rebuilding trust after mistakes, identifying truth-tellers on their team, and focusing on their impact on employees.
3) Questions for managers to know the answers to for their direct reports to better understand them and their work.
4) A suggestion to continue "re-recruiting" current employees through ongoing engagement efforts like coaching, acknowledging life events, and investing in their first year on the job.
Podcast How to Welcome amp Integrate New Hires From Personal Experience.pdfKashish Trivedi
In Process Street’s Employee Onboarding Podcast, Erin Rice engages with Vicki Ulinici, an HR expert, discussing transformative strategies shaping new employee integration. The episode covers vital onboarding aspects, including pre-boarding's impact and tailored approaches for hybrid, remote, and in-person settings. Vicki shares insights into HR processes, emphasizing engagement, and reflects on her successful onboarding experience. Practical tips for early onboarding success and Vicki's visionary perspective on gamification, AI integration, and cross-departmental involvement define the future of onboarding discussed in this valuable resource for HR and business leaders.
Larsen Globalization is a staffing company dedicated to the localization industry since 2000. Founded in London UK and expanded through the Americas Region in 2006.
Currently we have active offices in Europe and US with experience placing hundreds of language professionals all over the world. We work for clients in Asia, South America, North America and throughout the European Union.
Our clients are both buyer-side companies across various industries
and LSPs.
We mainly focus on retained executive search or contingent full-time permanent placement. Occasionally we do contract staffing as well.
This presentation was part of the American Translators Association (ATA) conference in Scottsdale, AZ and outlines tips and tricks to help Language Service Providers (LSP) hire top talent and maximize their workforce.
As a recruiter for Fortune 100 companies, the recruiter has 4 hours to find the best candidates for open jobs before they are posted publicly. If a candidate is a good fit, the recruiter must maintain continuous dialogue to ensure both parties are satisfied with the process. The recruiter reviews resumes from various sources and initially contacts candidates by phone and email with the job description. If the candidate is interested, the recruiter presents them to the client, checks references, and schedules interviews if the client requests. The recruiter provides feedback and, if an offer is made, helps with paperwork and logistics to start the new job. The recruiter remains in contact with candidates to support their employment goals.
Extreme HR - A new way of hiring and working 100% remotelyAris Samad
We describe the hiring and HR process we use to easily maintain a virtual workforce of 25 people.
We combine ROWE (results-only work environment), remote work and fractional employment.
7 Must-Know Strategies for Pre-boarding New Hires like a Pro QuekelsBaro
Preparation is the key to a successful onboarding experience. Pre-boarding is your prep time that helps you gather everything you need before your new hire’s first day.
EmploymentScape Chief Executive Officer, A. Harrison Barnes believes that communicating our value is something we all must do to get jobs and also to keep our jobs. One of the biggest mistakes people make when interviewing for jobs (or in their current jobs) is failing to communicate their value frequently and in detail. It's extremely important that you communicate with your company and supervisors at all times.
Complacency is one of the greatest enemies of the mature worker. If you aren’t growing in your role, learning new skills, open to new and better ways of doing things, you can be sure that someone else around you will be. Often people who are caught unaware by a redundancy recognize, too late to save their job, that they have not proactively adapted within their role or have not been attuned to the politics of what was happening around them.
Looking at Candidate Experience in a different way. Through respecting people, recruiting efficiency, recruitment marketing, employment brand, and data. Candidate Experience isn't an obligation... it's an opportunity.
The document discusses managing innovation in the talent acquisition process. It suggests several innovative techniques for different stages of the process, from initial candidate sourcing to interviews. These include giving candidates a quiz about the organization instead of an aptitude test, having candidates self-rate to provide feedback, and allowing potential candidates to contact current high performers before interviews. The document emphasizes that acquiring the right talent requires going beyond just academics and profiles to find candidates with fit and drive for the organization's culture.
The document discusses four ways to motivate and manage employees effectively. It recommends hiring a diverse group of people from different backgrounds to bring new perspectives. It also suggests being flexible about work-life balance and allowing employees to pursue outside interests and education. The document advises building up employees by recognizing their strengths and letting them take on more responsibilities. Finally, it proposes thinking creatively about motivation, such as through fun incentives or by appealing to a higher purpose beyond just profits.
Prototype and test assignment prototype 2Paul Kneipp
This document presents a prototype for building a strong undergraduate/postgraduate/employer support network that focuses on helping new graduates transition into employment. The prototype involves an animated simulation showing how the network could work, allowing the user to click through different scenarios. In the scenarios, a new graduate gets advice from various network members - including their school, potential employers, and past graduates - on issues like whether a job is a good fit, what to wear on the first day, and how to prioritize work and know what is expected of them. At the end, the user provides feedback on the prototype, noting both what works and could be improved, like differing opinions and lack of reputation measures for advice-givers. Suggestions
Maachu is a platform that allows candidates and employers to anonymously exchange career information and match on jobs. It aims to make the recruitment process faster, more accurate, and cheaper by having candidates fill out a CareerPass with their details instead of using CVs. Employers can then search for candidates anonymously and contact those that are a good match. The platform notifies candidates when they have been matched to a potential job and provides key job information before setting up interviews. It is committed to removing the lengthy job search process and keeping candidates' personal information private until they agree to an interview.
Discussion oneHello Professor and fellow classmatesAccording.docxvickeylintern
Discussion one:
Hello Professor and fellow classmates:
According to our textbook, today’s managers perform four management functions. They are planning, organizing, leading and controlling.
Planning is a process that includes defining goals, establishing strategy, and developing plans that coordinate activities. Organizing is the process of determining tasks to be done, who is to do them, how they are grouped and who reports to whom.
Leading is a function that includes motivating and directing employees, communicating and resolving conflicts.
Controlling is monitoring activities to ensure they are being done as planned and correcting any mistakes in those activities as needed. (Robbins & Judge, 2013)
As a caterer, I have performed these functions as follows:
I planned a cocktail reception for 500 people to celebrate the 50
th
Anniversary of our Church’s building.
I
planned
the menu, the decorating of the hall and how many servers the event would need to ensure the best possible outcome for the invited guests.
I
organized
a volunteer event committee that consisted of the president of the parish, and 10 other key church individuals.
We had 3 months to finalize the details, plan our agenda for the day of the event, and make all the food, order the flowers/centerpieces, the linens, the china and anything else needed for a spectacular celebration.
I
led
my team through all the planning meetings, directed them in the preparation of the menu items (we made all the appetizers for the cocktail reception, 20 different passed and buffet items), resolved issues with the linen company (they sent the wrong color tablecloths the week before the event), used email and cell phone communication channels for all decisions and activities planned.
The day prior to the event, I was at the church hall
controlling
and ensuring that all activities where being done as planned, the tables where set with the linen (the new corrected color), the china, the centerpieces and all décor.
I made sure that all the food was being prepared to my specifications and taste, did a half hour training of the service staff (40 of them) to ensure they knew what to serve on what platter and with what accompaniment, and to make sure they had the right tools to do the best job.
This was the largest catering job that I had attempted in my career, so I feel that the planning was the most crucial function that I needed to control.
Organizing and leading where the second most important functions and controlling was the final function performed.
I enjoyed the challenge and I know that we did an exceptional job because I have since booked over 75 (and counting) new events from the people that attended the event and told me how impressed they were with the quality of our food, décor, and organization and how well our staff handled themselves.
Fay
Robbins, S. P., & Judge, T. A. (2013).
Organizational behavior
(15th ed.). Upper Saddle River, NJ: Pearson Prentice Ha.
Digital Employee Engagement Unplugged How to Build Remote Culture amp TrustKashish Trivedi
Want to take your onboarding to the next level? You’re in for a treat with our latest podcast featuring Erin and Wristy, who dive into some game-changing approaches to humanizing the workplace and leveling up your team culture. If you’re an HR pro, team leader, or just a culture-curious individual, this one’s for you.
20 Useful Applications of AI Machine Learning in Your Business ProcessesKashish Trivedi
The fear of robots taking over our lives has been a prevalent concern, with over 70% of the U.S. population expressing apprehension, as highlighted by a 2017 Pew Research study. However, while the emergence of a Skynet-like scenario remains uncertain, it's evident that technology, particularly artificial intelligence (AI), is poised to revolutionize various aspects of our daily tasks, freeing us from repetitive and dehumanizing job elements rather than rendering us obsolete. With AI being a strategic priority for 84% of businesses, its implementation has shown remarkable efficiency enhancements, such as boosting sales team productivity by over 50%. The accessibility of AI tools has expanded significantly, enabling practically anyone to leverage its benefits. In this discourse, we'll explore 20 diverse real-world applications of AI, ranging from healthcare and finance to entertainment and government, illustrating its pervasive impact on modern society.
Podcast A Tech Pioneers Vision of Employee OnboardingKashish Trivedi
In the latest episode of Process Street’s Employee Onboarding Podcast, host Erin sits down with Tarek Kamil, CEO and founder of Cerkl, to explore the future of employee onboarding in a world powered by artificial intelligence (AI). Tarek shares insights into his passion for technology and AI, discussing the transformative potential of incorporating AI into the onboarding process. Throughout the conversation, listeners gain valuable insights into Tarek’s journey and the inspiration behind Cerkl, as well as the ethical considerations surrounding AI implementation. Join them as they discuss the exciting possibilities and future implications of AI in employee engagement.
More Related Content
Similar to Podcast How to Retain Employees via Stay Interviews with Laura Florin
This document provides a guide to understanding job descriptions and getting hired. It discusses how job descriptions often do not provide the full picture of a role and offers tips for gleaning more useful information. An ideal job description should include details about company culture, benefits, key responsibilities, and expectations to give applicants a realistic sense of the position and company. Understanding job descriptions thoroughly can help candidates determine if a role is truly a good fit. The document emphasizes the importance of preparation and ensuring strong alignment between a candidate's values and a company's values during the hiring process.
The Thornton Group - Finding and Keeping the Best Talent - An 8 Step Hiring ...Neil Thornton HBA, MA
Finding, keeping and engaging top talent remains a priority for most, if not all of our clients today. To help, we have developed a unique approach to recruiting that is celebrating incredible success.
4 Critical Elements of Your Onboarding ProcessUrbanBound
Onboarding is a critical element to a company's hiring process. Learn about how you can improve your procedures and make sure you're setting yourself up for the best retention percentages possible. (Check out our eBook for more in depth information: http://resources.urbanbound.com/4-missing-elements-of-your-onboarding-process)
This document contains information from a presentation on employee engagement and satisfaction. It includes:
1) Lists of the top contributors to employee satisfaction and engagement according to different studies, such as meaningful work, caring leadership, and appreciation.
2) Assignments for leaders to improve engagement, such as rebuilding trust after mistakes, identifying truth-tellers on their team, and focusing on their impact on employees.
3) Questions for managers to know the answers to for their direct reports to better understand them and their work.
4) A suggestion to continue "re-recruiting" current employees through ongoing engagement efforts like coaching, acknowledging life events, and investing in their first year on the job.
Podcast How to Welcome amp Integrate New Hires From Personal Experience.pdfKashish Trivedi
In Process Street’s Employee Onboarding Podcast, Erin Rice engages with Vicki Ulinici, an HR expert, discussing transformative strategies shaping new employee integration. The episode covers vital onboarding aspects, including pre-boarding's impact and tailored approaches for hybrid, remote, and in-person settings. Vicki shares insights into HR processes, emphasizing engagement, and reflects on her successful onboarding experience. Practical tips for early onboarding success and Vicki's visionary perspective on gamification, AI integration, and cross-departmental involvement define the future of onboarding discussed in this valuable resource for HR and business leaders.
Larsen Globalization is a staffing company dedicated to the localization industry since 2000. Founded in London UK and expanded through the Americas Region in 2006.
Currently we have active offices in Europe and US with experience placing hundreds of language professionals all over the world. We work for clients in Asia, South America, North America and throughout the European Union.
Our clients are both buyer-side companies across various industries
and LSPs.
We mainly focus on retained executive search or contingent full-time permanent placement. Occasionally we do contract staffing as well.
This presentation was part of the American Translators Association (ATA) conference in Scottsdale, AZ and outlines tips and tricks to help Language Service Providers (LSP) hire top talent and maximize their workforce.
As a recruiter for Fortune 100 companies, the recruiter has 4 hours to find the best candidates for open jobs before they are posted publicly. If a candidate is a good fit, the recruiter must maintain continuous dialogue to ensure both parties are satisfied with the process. The recruiter reviews resumes from various sources and initially contacts candidates by phone and email with the job description. If the candidate is interested, the recruiter presents them to the client, checks references, and schedules interviews if the client requests. The recruiter provides feedback and, if an offer is made, helps with paperwork and logistics to start the new job. The recruiter remains in contact with candidates to support their employment goals.
Extreme HR - A new way of hiring and working 100% remotelyAris Samad
We describe the hiring and HR process we use to easily maintain a virtual workforce of 25 people.
We combine ROWE (results-only work environment), remote work and fractional employment.
7 Must-Know Strategies for Pre-boarding New Hires like a Pro QuekelsBaro
Preparation is the key to a successful onboarding experience. Pre-boarding is your prep time that helps you gather everything you need before your new hire’s first day.
EmploymentScape Chief Executive Officer, A. Harrison Barnes believes that communicating our value is something we all must do to get jobs and also to keep our jobs. One of the biggest mistakes people make when interviewing for jobs (or in their current jobs) is failing to communicate their value frequently and in detail. It's extremely important that you communicate with your company and supervisors at all times.
Complacency is one of the greatest enemies of the mature worker. If you aren’t growing in your role, learning new skills, open to new and better ways of doing things, you can be sure that someone else around you will be. Often people who are caught unaware by a redundancy recognize, too late to save their job, that they have not proactively adapted within their role or have not been attuned to the politics of what was happening around them.
Looking at Candidate Experience in a different way. Through respecting people, recruiting efficiency, recruitment marketing, employment brand, and data. Candidate Experience isn't an obligation... it's an opportunity.
The document discusses managing innovation in the talent acquisition process. It suggests several innovative techniques for different stages of the process, from initial candidate sourcing to interviews. These include giving candidates a quiz about the organization instead of an aptitude test, having candidates self-rate to provide feedback, and allowing potential candidates to contact current high performers before interviews. The document emphasizes that acquiring the right talent requires going beyond just academics and profiles to find candidates with fit and drive for the organization's culture.
The document discusses four ways to motivate and manage employees effectively. It recommends hiring a diverse group of people from different backgrounds to bring new perspectives. It also suggests being flexible about work-life balance and allowing employees to pursue outside interests and education. The document advises building up employees by recognizing their strengths and letting them take on more responsibilities. Finally, it proposes thinking creatively about motivation, such as through fun incentives or by appealing to a higher purpose beyond just profits.
Prototype and test assignment prototype 2Paul Kneipp
This document presents a prototype for building a strong undergraduate/postgraduate/employer support network that focuses on helping new graduates transition into employment. The prototype involves an animated simulation showing how the network could work, allowing the user to click through different scenarios. In the scenarios, a new graduate gets advice from various network members - including their school, potential employers, and past graduates - on issues like whether a job is a good fit, what to wear on the first day, and how to prioritize work and know what is expected of them. At the end, the user provides feedback on the prototype, noting both what works and could be improved, like differing opinions and lack of reputation measures for advice-givers. Suggestions
Maachu is a platform that allows candidates and employers to anonymously exchange career information and match on jobs. It aims to make the recruitment process faster, more accurate, and cheaper by having candidates fill out a CareerPass with their details instead of using CVs. Employers can then search for candidates anonymously and contact those that are a good match. The platform notifies candidates when they have been matched to a potential job and provides key job information before setting up interviews. It is committed to removing the lengthy job search process and keeping candidates' personal information private until they agree to an interview.
Discussion oneHello Professor and fellow classmatesAccording.docxvickeylintern
Discussion one:
Hello Professor and fellow classmates:
According to our textbook, today’s managers perform four management functions. They are planning, organizing, leading and controlling.
Planning is a process that includes defining goals, establishing strategy, and developing plans that coordinate activities. Organizing is the process of determining tasks to be done, who is to do them, how they are grouped and who reports to whom.
Leading is a function that includes motivating and directing employees, communicating and resolving conflicts.
Controlling is monitoring activities to ensure they are being done as planned and correcting any mistakes in those activities as needed. (Robbins & Judge, 2013)
As a caterer, I have performed these functions as follows:
I planned a cocktail reception for 500 people to celebrate the 50
th
Anniversary of our Church’s building.
I
planned
the menu, the decorating of the hall and how many servers the event would need to ensure the best possible outcome for the invited guests.
I
organized
a volunteer event committee that consisted of the president of the parish, and 10 other key church individuals.
We had 3 months to finalize the details, plan our agenda for the day of the event, and make all the food, order the flowers/centerpieces, the linens, the china and anything else needed for a spectacular celebration.
I
led
my team through all the planning meetings, directed them in the preparation of the menu items (we made all the appetizers for the cocktail reception, 20 different passed and buffet items), resolved issues with the linen company (they sent the wrong color tablecloths the week before the event), used email and cell phone communication channels for all decisions and activities planned.
The day prior to the event, I was at the church hall
controlling
and ensuring that all activities where being done as planned, the tables where set with the linen (the new corrected color), the china, the centerpieces and all décor.
I made sure that all the food was being prepared to my specifications and taste, did a half hour training of the service staff (40 of them) to ensure they knew what to serve on what platter and with what accompaniment, and to make sure they had the right tools to do the best job.
This was the largest catering job that I had attempted in my career, so I feel that the planning was the most crucial function that I needed to control.
Organizing and leading where the second most important functions and controlling was the final function performed.
I enjoyed the challenge and I know that we did an exceptional job because I have since booked over 75 (and counting) new events from the people that attended the event and told me how impressed they were with the quality of our food, décor, and organization and how well our staff handled themselves.
Fay
Robbins, S. P., & Judge, T. A. (2013).
Organizational behavior
(15th ed.). Upper Saddle River, NJ: Pearson Prentice Ha.
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Podcast How to Retain Employees via Stay Interviews with Laura Florin
1. 1/7
June 23, 2023
Podcast: How to Retain Employees via Stay Interviews
(with Laura Florin)
process.st/stay-interviews
Isabella Busby-Priest
June 23, 2023
Human Resources, Podcast
Laura Florin is an expert and accomplished people leader with more than 20 years of
experience in leveraging people and resources to build strong teams at every level (not to
mention being very familiar with the stay interview process).
Now working for Videri, a maker of energy-efficient digital displays, Laura uses her
expertise in people and compliance to manage four different onboardings in two
countries.
Laura understands what it takes to not only make new hires feel welcome but also make
them feel like they want to stay for a long time. We were lucky enough to sit down with
her and pick her brain on all the employee onboarding best practices.
In this episode of The Employee Onboarding Podcast from Process Street, Laura
discusses:
Onboarding evolution
Stay interviews
Making HR less scary
2. 2/7
You can listen on Apple, Spotify, Google, Podchaser, Podcast Addict, Deezer, & all
your favorite podcast platforms!
Onboarding evolution
Key takeaways:
Do HR orientation on the second day.
Checklists are a lifesaving tool.
Technology has made onboarding better.
Why don’t we start with you sharing a little bit about your onboarding
experience at your current company?
Laura Florin
And my current company, we’re varied. So we’re 50% in the U.S., 50% in Canada, and
we have people that are remote in the U.S. and in Canada, plus having two locations. So
we almost have four different styles of onboarding, depending on what position the
person has, and what we need to what we need to obtain.
I try to make it so that onboarding is very smooth, there’s not much paperwork to do, and
we have strong systems that get us to be compliant very quickly. Then we can focus on
getting to know all the employees. So we have an orientation that we do. We usually do
the HR orientation on day two, rather than day one because that first day, you’re trying to
log into your computer, you’re trying to get some people’s names, get a little bit adjusted.
And then, on day two, if we do the HR orientation, we can then say, “So how was the first
day?” So then we don’t scare anybody away. Then this way, we can focus in or, re-guide
the manager, because, let’s say the manager had a bad day and couldn’t meet that much
with that person. Especially if you’re remote. Sometimes when you’re onboarding people
remotely, they haven’t gotten their own workflow, so that first day, there may be a lot of
emptiness because you’re not sitting in the office.
So, four different onboardings. Wow. How do you manage that?
Laura
Ah, it’s just understanding what that is. And understanding, okay, what payroll system is
somebody getting into? Having checklists and understanding so you can get that process
finished. As I said, let’s bring down the compliance time. Let’s see how much we can get
the system to do for us. So then, what we focus in on the right onboarding, which is what
is our culture? What are the things we’re trying to do? How do you succeed? What are
the opportunities for training and those pieces?
How would you say it’s evolved in terms of technology? Has that played a
role in onboarding evolution?
3. 3/7
Laura
As I said, you know, back in the day, when you handed people a giant pile of paper, and
really you didn’t have a computer in orientation, they just had the paper, and you probably
with a PowerPoint presentation being put up on the wall and, and talking through each
slide, so it dictated that.
Now, with computers and everything else, and even video chatting, you can do a lot of
different things. The other piece is that it makes more sense for the employee, instead of
filling it out on paper, how do we get them to fill it out straight into the computer? And now,
if they’re going straight into your payroll and HR system, putting in their name, their
address, their social security number, there’s a higher percentage of probability that it’s
going to be correct because the person knows their own numbers and their own stuff, and
you’re not going to transpose things and everything else.
In HR, from the old days, when we were data entering everything, how many times
people came back to you and said, “Oh, my address is wrong?” or, God forbid, their social
security number is wrong? And now we’ve got to actually get it fixed with the IRS and all
the other stuff. So I think that’s much more beneficial.
Even direct deposit is a big change because you used to hand somebody a check. So if
your first check neat could be a paper check, you can hand it to somebody, and then after
that the direct deposit could start. So you could at least do a test. But now, since we’re all
remote from the first check, it’s got to get into their bank account. And then it’s a
nightmare if it does go to the wrong place because then getting the money back then
getting them paid. And the worst thing I ever want to, you know, mess with is somebody’s
pay.
Stay interviews
Key takeaways:
Pre-boarding is necessary to keep new hires engaged before their first day.
Employers need to promise advancement and opportunities in order to keep top
talent around.
Stay interviews are an excellent tool to reduce employee turnover.
We have started to focus a lot on pre-boarding. Can you tell me a little bit
about your insights on pre-boarding, and what that looks like?
Laura
I would say pre-boarding is similar to what’s still happening in the recruiting process. So
there is that piece where, if you have a company that has divided up, you have your
recruiting or your talent acquisition, and then you have your people operations. Where is
that dividing line? Who does what? We’ve got to work it out amongst ourselves who does
what, so then there’s a smooth transition, and handoff from recruiting to HR.
4. 4/7
It used to be a lot easier because if somebody’s coming into the building, you can say,
“Okay, before they walk in the building, they’re recruiting.” Then, when it’s their first day,
they come into the building, then then they move over to the people operations or human
resources.
So now it’s who does what? Should recruiting be worrying about getting a computer
shipped out? You know, what are these different pieces that should happen? And who
does it? And I think it is very important because is the person being supported through
those two weeks? We don’t want to forget them.
Let’s say they gave two weeks’ notice, we don’t want to forget them during those two
weeks. We want to check in, we want to see how they’re doing, especially in today’s
market, when within that two weeks, they could accept a job from you, but they’re still
interviewing. And they’re waiting for this other job to come. And so, how do you make
sure that they still see you as their first choice?
Are there any tips that you could share on how you keep new hires that
haven’t started yet engaged during their notice period?
Laura
A lot of it can be communication. You could set up a video chat, it doesn’t always have to
just be phone calls or emails. I think, sometimes, because we are remote, and we do so
much through chats and emails and everything else, you do have some people that tend
to communicate more via electronics.
And, yes, while that’s good, you don’t get that inflection, you don’t get that welcoming.
And I think it’s important, even during those two weeks, to do phone calls or do another
video call to say, “How are things going? Are you prepared? Do you have any other
questions?” By doing that, people feel more welcomed.
One of the lessons I had when we were still coming into a building was at a small scaling
company where we took it from 100 to 250. They had a 40% turnover rate. And when I
looked at the 40% turnover rate, half of it was people not making it the first year. So what
you have to think about is why? Okay, then they took this job because they desperately
needed it. But they never fully walked in the door because, obviously, something was
happening either through the onboarding experience, the recruiting experience, or that
first year of asking themselves if they wanted to stay there.
I think a lot of employees want to cut and run sooner than later if they really don’t feel that
either (A), they’re welcome and they can see themselves being part of this team. And (B),
do they have opportunities? Because if there’s no opportunity for them, most people don’t
want to sit in the same job for 30 years. We want to grow, we want to progress, we want
to learn new things. So the onboarding, pre-boarding, all these steps are very, very
important and, in the long run, a lot of it plays to your retention and your retention
numbers, and how much money you spend on training.
5. 5/7
There’s a lot of discussion about the length of onboarding. That the initial
training might be two weeks or 30 days. But how long does our
onboarding really last?
Laura
We have something that we call more “stay” interviews than exit interviews. So they’re
similar types of questions to an exit interview, but it’s more like, “How are things going?
What do you think of the benefits? What’s going on?” Are we checking in with them at 90
days? Are we checking with him at six months? Nine months?
So every quarter, are we checking in with a new hire as far as how things are going? Do
they still understand the benefits? Do they understand how they can advance? Are they
getting the training? Are they getting the right amount of feedback? I think that’s very, very
important so that somebody feels that connection to the company and to their team.
Making HR less scary
Key takeaways:
HR should make more of an effort to talk to new hires and check in so they seem
less scary.
Opportunities for advancement should be made clear in the onboarding process so
new hires feel excited to stick around.
Give new hires a buddy that isn’t their manager.
Checking in creates a stronger bond between scary HR and the
teammates, right?
Laura Florin
6. 6/7
Yes. So I want to make sure that I get up and go, I talk to people, even if they have
questions so that you don’t have the scary HR. I have had people dive under desks to
hide from me. It was part joke, but it was part, “Okay, what did that really mean?”
So yes, HR needs to get out of the process, the paper, and all the other things and only
come in when it’s time to deliver a bad message to let’s do the fun things. Let’s enjoy
each other. Let’s get to know each other and teach me how I can make things better.
That sort of idea of onboarding, you really could argue, travels the whole
length of that person’s career with that company, right?
Laura
Yes, as I said, back in that example, where half of my turnover was people that didn’t
make it a year, there were a lot of reasons for it. Some of it was the wrong people were
recruited, we just needed a warm body. But the bigger portion of it was, people didn’t
know how to advance, they weren’t getting the feedback they wanted, and then they also
felt they weren’t getting the training they should get.
Even though we thought they were great at doing their job, they didn’t feel so confident in
their job that they knew what they were doing. But that continues, or once you start that
great foundation that can continue through their career, and then people are willing to
stay with companies through good and bad because they feel valued.
What would you say is the most creative thing that a company can do to
create a wow moment for new hires?
Laura
It’s finding that true welcome moment.
When I was at one of my companies, we found the new hire’s desk, we put their name at
their desk, we put balloons up, we put some stuff there, so everybody knew who this new
hire was. And we told them to go and say hi. So they were being welcomed to the fullest,
and being treated like an employee who’s been there for many years because they got
balloons, everybody knew that they were a new hire.
We gave people a buddy, and the buddy was not their manager. So on their first day, their
buddy took them to lunch, not their manager. Their manager could do it later in the week,
but the buddy really taught them about the culture. How do we get them to know other
people? And will this buddy bring them around to introduce them to people?
During their first few happy hours or employee events, or all-hands meetings, they take
that buddy with them, so that the buddy doesn’t feel nervous. You got to think about it
when you’re a new hire, and you have your first party, like your first Christmas party, and
let’s say you were hired two weeks before you want to go, but you feel so weird walking
7. 7/7
into this party. You don’t know people, or maybe one or two, but you don’t want to hang
on them all night, because you don’t want to make them feel like they have to entertain
you. So how do we get them welcomed? How do we get them to know people?
Sometimes that’s the toughest thing. It’s not so much the job if we’ve hired experienced
people. We know what our job is going to be, it’s just how does this company do it? It’s
more, how do I get to know people? And how do people get to know me? And what’s
special about me? So I really, truly feel like I fit in.
Working for startup companies and small companies that don’t have the salaries that
Google or Amazon might have, we don’t have all the bells and whistles. How do we keep
those people interested so they’re not then looking at just looking at these places that
have higher salary ranges, better bonuses, or better things? It’s how do you create a
great atmosphere where people feel they don’t want to leave? Because I don’t know if I’m
gonna feel this comfortable or this happy if I go someplace else.
Listen to The Employee Onboarding Podcast on your favorite
podcast platforms!
Check out (& follow) The Employee Onboarding Podcast on top podcast platforms
like Apple, Spotify, Google, Podchaser, Podcast Addict, Deezer, & all your favorite
podcast platforms!
What do you think about Laura Florin’s ideas about stay interviews? Do you regularly
check in with your new hires? Tell us about it in the comments!
Isabella Busby-Priest
Isabella Busby-Priest is a content writer with a keen interest in all things environment,
nature, travel, and culture. When she's not creating new blog content, you'll often find her
reading in odd places or planning a trip to a new country.
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