This document discusses strategies for developing entry-level employees. It suggests that typical development segmentation focuses more on senior leaders and middle managers than entry-level employees. New graduates face challenges like not knowing how to get started, who to turn to for help, and feeling like tasks are too difficult or there is not enough time. The document then covers topics that schools often do not teach students, like virtual teams, matrix management, and changed career ladders. Strong onboarding programs can help with engagement, productivity and retention of new hires. The presentation provides examples of Qualcomm's onboarding program which includes orientation, mentor assignment, and year-long competency development sessions. It emphasizes allowing autonomy in learning with coaching, and utilizing a

1. Secrets to
Entry-Level Employee
Development
“Ah hah” moments from
new grad hires
William Chin
Staffing Director
Qualcomm, APAC
Wednesday, November 23, 2011 1

2. Typical Development
Segmentation
Senior Leaders
Middle Managers
&
Everyone Else
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3. Entry-Level
Employees
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4. They didn’t tell How do I get
me started?
Who do I turn
to?
This is too Not enough
difficult time
I don’t know what
to do! Help!
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5. Career Development
What the schools
did not teach
their students...
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6. Virtual Teams
Matrix Management
Career Ladders
Gone
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7. Career Development
What do they want
more of?
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8. More Work
More Learning
More Money
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9. Career Development
What we need
more of from them?
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10. Social Responsibility
Volunteerism
Contributions
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11. Benefits of a Strong Onboarding Program
11
Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
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12. 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
12
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13. •Reviewed existing materials
•Leveraged on US work
•Customized corporate content
•Created new local content
•Experienced Hires
•New Grads Hires
13
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14. Email Welcome Note
Day 0
Pre-Onboarding
Access to corporate
information
•History
•Culture
•Org Structure
•Career Development
14
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15. Day 1
Orientation
Mentor
Assignment
15
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16. 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
16
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17. On-boarding Experience
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18. In Summary
Autonomy in Learning
With a good coach
Utilize IFF Learning Model
in, from and for action
18
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19. Connecting with me
http://www.asiahrblog.com
http://www.slideshare.net/williamchin
http://www.linkedin.com/in/williamchin
https://twitter.com/#!/@williamchin
Information contained within is the opinion19 the author and not that of my employer.
of
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