1 ESC

The Manager’s Role in Onboarding New StaffPurpose of OnboardingOnboarding ProcessTools for Hiring Managers and Supervisors

2 ESC

Purpose of Effective Onboarding

3 ESC

You interview, check references, and extend an offer of employment that gets accepted; you’re so relieved the hire is done!

But please stay involved…

Your role transitions to bringing your new employee on board, requiring your oversight and involvement.

4 ESC

Research shows that supervisors who shepherd the new employee’s first year in the new position can expect these positive results:

5 ESC

Anxiety is ReducedThe new employee feels welcomed and a sense of belonging is established This increases their comfort level, allowing them

to focus on learning their new duties

6 ESC

Context is SetThe new employee understands how the new position contributes to the group’s mission and goals Role clarity facilitates less wasted “discovery

time” and enhances their ability to make immediate and meaningful work contributions

7 ESC

Attachment and Pride are FormedThe new employee feels a connection to—and pride in—the work group, which reaffirms their decision to take the job Greater levels of long term retention can result

from this initial “bonding”

The individual who is connected will typically refer friends to Stanford, creating a robust applicant pool for future openings

8 ESC

From having a clean, equipped workspace to getting a meaningful first assignment, new employees want to feel they belong and are able to quickly contribute to their new department and work group.

9 ESC

Current Hiring SituationStanford received over 100,000 employment applications in FY10! There are approximately 1,100 to 1,400 new

staff hired each year

These numbers suggest a thoughtful approach to onboarding is an effective strategy for our organization as a whole.

10 ESC

A thoughtful approach can prevent this reaction from a new staff member:“I knew my first day I wouldn’t be staying long; my workspace was messy, and there was no computer or schedule for my first day. Plus, my supervisor wasn’t around much.

I remember thinking if there’s so little attention paid to me when I’m new, the odds were against getting much attention in the future. I was so disappointed, especially after such a lengthy interview process.”

11 ESC

What could have been done?The hiring manager in this situation could have improved the initial experience by ensuring these actions were taken, either personally or by coordinating with a department manager: Arrange for the workspace to be ready and

clean, with all needed equipment in place

Create a schedule for the employee’s first day and first week; include a welcome activity

Schedule time with the new employee to meet on the first day and then periodically in their first weeks and months

12 ESC

The Onboarding Process

13 ESC

Effective Onboarding Requires the Hiring Manager’s Involvement

Each hiring manager plays a crucial role to plan and conduct an effective orientation process for each new staff member.

Consider the differences between orientation and onboarding:

14 ESC

Onboarding vs. OrientationORIENTATI

ON ONBOARDING EXAMPLES OF ONBOARDING

Event(s) onlyPlanned Processes and events

Set new staff up with a buddy and meet periodically with both of them to assess experience

Information only

Information and Experience(s)

Phone list for department plus a welcome reception

Information Disseminators are crucial

Hiring supervisor or manager is critical to plan and oversee entire process

Regular meetings, frequent at the start then periodic “check ins” to see how things are going

First few days new employee is on the job

Lasts up to a year, starting at time offer letter is sent up through full productivity

Send new employee URL to Stanford New Hire site prior to arrival, then stay involved through first year to ensure success

15 ESC

Onboarding overcomes initial impressions that could be negative

The new staff member’s first experiences could result in negative perceptions if their onboarding is left to chance: “They don’t really care about me or value

my skills”

“They just wanted a warm body in this position”

“My boss expects me to learn everything without giving me any guidance!”

16 ESC

Ensure positive experiences and get positive first impressions:

Your actions can result in very positive impressions: “My talents will be valued and my new group

seemshappy I’m here.”

“They’ve planned my orientation, and I have thesupport I need from my new boss.”

“My group can’t wait for me to help the team make

a difference.”

17 ESC

Tools for Hiring Managers and Supervisors

18 ESC

What are the right onboarding action steps to take?Generally, the hiring manager or supervisor handles these initial actions: A work group/department welcome event and tour

of the facility➤ Set up workspace and equipment prior to their arrival

Information to provide context and detail about the group’s mission, goals, priorities, and procedures

Clarify the new staff member’s role and responsibilities by reviewing the job description, and discuss how performance will be measured

Identify a first meaningful (but not overwhelming) assignment for a quick success

Possibly set up a co-worker to be a ‘buddy’

19 ESC

Online: Manager’s Guide to OnboardingThat’s just the beginning, though! Stay involved throughout your new employee’s first year by taking advantage of the resources and tools available to you. The online “Manager’s Guide to Onboarding” is a reference site with: Checklists, Templates Information and guidance A printable planner guide:

http://newhire.stanford.edu/managers

20 ESC

Manager’s Guide to Onboarding

21 ESC

Local HR Support

Local Human Resources staff support your onboarding efforts by: Answering questions you or the new staff member

may have about the hiring process (or about the school or unit)

Completing the hiring compliance requirements with the new staff member, such as I-9 documentation, etc.

Assigning system authority that is the responsibility of the HR Manager or Group; e.g., PeopleSoft, Oracle; and adding new staff to internal email distribution lists

22 ESC

Institutional Experiences Provided for New Staff Online information at the Stanford New Hire site:

http://newhire.stanford.edu

New Staff Orientation (3 ½ hours) (TOD-0100)➤ SU’s mission and structure, key policies, support

resources, and an overview of all benefits plans

Historical Walking Tour (45 minutes) (TOD-0102)

Campus Exploration Walking Tour (90 minutes) (TOD-0110)➤ Specific facilities by topic; e.g., recreational facilities;

dining venues

Staff Resource Fair offered periodically, showcasing programs, facilities, and services for staff (TOD-1225)

23 ESC

First steps to take with your next staff member hire Direct the person to the Stanford New Hire site

when the offer is extended, or at any time before they arrive: http://newhire.stanford.edu

Plan for their arrival and complete initial action steps; review the “Before the New Employee Arrives” section of the Manager’s Guide to Onboarding: http://newhire.stanford.edu/managers

24 ESC

As a result of your efforts, you’ll likely get a positive reaction like this:

“From my first day I felt proud to be part of my new department, and really glad I decided to come to Stanford.

It made me immediately respect and admire my new manager, who obviously put a lot of effort into making sure I had a good experience joining the team.”

25 ESC

Produced by Stanford University Human Resources, Learning & Organizational Effectiveness

Photos on slides 7 and 9 courtesy Javier Ruiz, ‘95

http://newhire.stanford.edu

learningdev@stanford.edu