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All Aboard – Next Generation Talent Acquisition and Onboarding Strategies

September 21, 2017

PA State SHRM Conference

© 2017 Willis Towers Watson. All rights reserved.

Mature Markets Emerging Markets

28%

45%

55% 54% 56%

44%

57%

66%

77% 76%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

All employees Diverseemployee

populations

Critical-skillemployees

High-potentialemployees

Top-performingemployees


populations




Attraction Challenges

Nearly half (48%) of employers report

hiring activity increased

Attracting candidates is more difficult Especially for key positions and emerging markets

Source: 2016 TM&R and GWS Surveys

© 2017 Willis Towers Watson. All rights reserved. 2

Keeping talent has intensified

Mature Markets Emerging Markets

20%

28%

37%

47% 44% 41% 47%

59%

70% 65%

0%

10%

20%

30%

40%

50%

60%

70%

80%


populations





populations




Retention Challenges

One-third (35%) of employers report

turnover activity increased

Source: 2016 TM&R and GWS Surveys

Especially for high demand roles


Job level Financial cost of turnover

(% of annual compensation)* % of ee’s at high risk of turnover**

Financial cost at risk***

Senior manager/executive 74% 31% 23%

Professional 59% 25% 15% Sales and customer/client Management 59% 27% 16%

Business support 48% 27% 13%

Lost productivity

Hiring

Training

Job vacancy

Probability of turnover

Financial cost at risk

Financial cost of

turnover

Financial risk of turnover A combination of cost and probability


12

8.5 7

6 6 4.5

50th percentile

Months to productivity

Executive ManagerProfessional Tech supportBusiness support Production/Ops

Source: Financial Cost of Turnover survey, Towers Watson, 2015

It takes on average, for a new employee to become fully productive

The cost of this lost productivity averages per employee

4 – 12 MONTHS,

$20,665

Most significant cost is lost productivity Best in class companies have improved ramp up by 30 – 50%


Thus indicating it is important to get talent acquisition and onboarding


Current talent acquisition practices falling short

Attracting the Wrong Type Recruitment in Isolation

Missing Opportunities Culture Matters

Hiring for the Future

Cumbersome Processes

What we have heard


Getting them hired is one thing…

8

Onboarding them is another

companies do not have a specific budget for onboarding

4 out of 5 For the average new employee to reach full productivity

8 months

cost for a company to recruit one position on average

$10,000

of new hires don’t

achieve performance requirements in their first year

30%

of companies

do not measure new-hire productivity at all

58% of new hires that

organizations lose before their one year work anniversary

23%

Source: 2012 Allied Workforce Mobility Survey


The opportunity is significant

9

For those whom strategically invest in onboarding

first-year employees retained

difference in annual

improvement in customer satisfaction compared to organizations with no formal onboarding process

Year-over-year improvement in hiring manager satisfaction

33%

Difference in annual

improvement in revenue per full time employee compared to organizations with no formal onboarding process

60%

Source: Aberdeen, Onboarding 2013 and NBRI

91%

63%

Bottom Line: Strategic investment in effective onboarding produces better employee retention, engagement and productivity.


Reinvigorating talent acquisition

10 © 2017 Willis Towers Watson. All rights reserved.

Employer Brand

Sourcing Strategy

Onboarding

Talent Acquisition Challenges and Opportunities


The market reality


Budgets stick to traditional strategies


30%

22% 17%

9%

8%

8% 8%

Breakdown of Recruiting Budgets

Job Boards and Advertising

Recruiting Agency Costs

Recruiting Tools

Employee Referral Program

Recruiting Events

Employer Branding

OtherSource; iCisms Hiring Insights

Low Maturity

Medium Maturity

High Maturity

Reactive applicant sourcing Lack of trust in HR Ambiguous roles of HR vs. line

managers Poor data quality Long lead time to recruit Little automation Line managers lack knowledge Inconsistent processes HR focused on administrative

tasks Unknown costs

Some proactive applicant sourcing

Over-reliance on external candidates

Preferred supplier lists for agencies and head hunters

HR approval required for hiring Line managers demonstrate limited

knowledge of recruitment practices Some recruitment specialists Behavioral competency framework

in place to consistently rate candidates

Consistent processes but slow approval

Medium lead time to recruit Costs known and managed

corporately

Proactive applicant sourcing Culture of developing talent from within Strategic relationships with suppliers Shared recruitment service center

partnering with the organization Business seeks out HR for their support Clear roles and responsibilities between

business and recruitment specialists Line managers act in accordance with

employment law HR spends time on added-value resource

planning activities Easily accessible and consistent reporting Fully automated end-to-end candidate

management process Competency framework used to

consistently rate candidates Quick lead time to recruit Costs known and managed corporately

and by managers

Companies vary in their maturity There is scope for improvement, especially in leveraging technology


Focus on the candidate experience Communicate to Candidates like Customers

Technology, branding, messaging, assessment and candidate management shapes the perception applicants have of an organization

An Employer Brand embodies the EVP and is managed across campaigns and channels, ensuring that it is complementary to other forms of branding (i.e. product, social, or goodwill)


Employer brand


An employer brand (or its “Employer Promise”) is the overarching promise made to employees, which translates the EVP into a clear and lasting perception of

what it’s like to work at an organization.

Criteria for an effective employer brand and EVP


Credible, impactful, distinctive, consistent and aspirational

Relevant

Sustainable

Differentiated

Meaningful across geographies

When you think of companies with a strong employer brand


Who comes to mind?

Employer Brand


Improving the efficacy of career sites

Articulate the employer brand and value proposition, offering a window into the company culture and people that differentiate it from its competitors.

Include “sticky,” engaging content, leveraging different mediums including videos,

testimonials, podcasts, images and employee blogs to inform and engage targeted candidates.

Highlight relevant career categories and jobs, and provide opportunities to grow the company’s talent communities.

Make it easy for visitors to share content via email and social networks, further growing the company’s talent community and promoting its relevant job opportunities

Deliver a positive user experience, providing easy-to-follow navigation, direct access

to relevant content, and “contact us” or “chat” features that allow candidates to easily ask questions about job vacancies or the application process.

https://www.thehersheycompany.com/en_us/home.html

Tomorrow’s talent will not be found in the usual places

Talent Platforms Customers Competitors

Sourcing techniques are evolving


Mobile-use has outperformed desk-top use


Mobile optimization is key

72% of job seekers use mobile devices to research companies,

70% to search for jobs, and

40% to apply for open positions

Yet only 60% of companies have mobile-optimized websites

and 46% a mobile-optimized application process

Source: Bersin by Deloitte, 2016; 2. Hiring Insights, 2016; 3. StatCounter, 2016

1.8 billion people have smartphones and they are checked

8 billion times a day

Technology and improving the efficacy of career sites


Check for platform compliance – apple and android

Ensure that there are not too many clicks. Each extra click will lose some applicants

Does it allow for alerts?

Does your recruiting platform import into your HRIS, saving time for both current staff and new hires? (this also shows how tech savvy your culture is)

Harness technology Begin with the end in mind

Use validated assessments for screening and selection 26% of companies

now use automated pre-screening tools

(SHRM, 2016), including word use or biodata. The rise of

the algorithm is here, yet to what end

Harness technology to identify targeted talent pools


Applicant Tracking Systems Reduce Paperwork,

Automate Recruiting, and Hire Better People

Pyschometric Assessment


Saville Wave Assessment

Valid indicator of competency potential and cultural fit • Identifies talent, motives and preferred culture

Talent Sourcing


$7,300 $4,900

$960

AgencyHiring

Direct Referral

Cost Per Hire

Establish a program that gets employees to regularly post job

openings to their LinkedIn profiles

Source: Recruiter.com and jobvite 2017 Job Seeekee National Survey

Talent Pipeline


Build a passive candidate pipeline

Proactively target passive candidates Allow candidates to apply with their social profiles

T lent

LinkedIn – a powerful recruiting source


Send InMails between 9 - 10 a.m. on weekdays – candidates are 16% less likely to respond on weekends

LinkedIn’s InMail response rates are

3x greater than regular emails.


Source: buisness2community, 2014 survey of 1,303 us job seekers

Draw them in … keep them in Get candidates to engage in your CVP and then deliver on the EVP


Talent acquisition best practices


Focus on the candidate experience – provide clear, timely communication Check your employer brand, what is your EVP? Ensure the efficacy of career sites Build your pipeline – have two or three warm applicants for each high turnover or hard to fill job Source: Career Builder North America survey 2012

Onboarding Challenges and Opportunities


The first 90 days will make or break your new hire

33 © 2017 Willis Towers Watson. All rights reserved.

22% of staff turnover

occurs in the

first 45 days of employment

90% of employees decide whether to

stay or go within the first six months!

Sources: Get Ready for 2015: Ten Top Actionable Talent Acquisition Trends – Bersin by Deloitte; Bamboo HR

Orientation versus Onboarding


Orientation Onboarding Time Single event Several months to a year

Delivery Classroom style 2 way feed of info, scalable

Message Need to know/gather info Customized based on role

Objective/Results Obtain info necessary to get started, ends and then relies on manager/others to acclimate into role and company

Fully integrate to get them productive faster, strengthens connection to role and company

Orientation is an event

Onboarding is a process

Source: iCisms

Orientation versus onboarding …

35

Source: Bersin, Strategic Onboarding 2008

Forms, Checklists Transactional Paper-Based

1 Day or Less with HR

HR FUNCTION

Separate from Hiring Training Process

Culture-Setting Formal Introductions

TRAINING FUNCTION

Integrated with Hiring Socialization

Mentoring Use of Technology

BUSINESS FUNCTION


What is onboarding?

36

From an ADMINISTRATIVE perspective — efficiently completing all transactional aspects while reinforcing the social, cultural and educational perspectives From a ROLE-FOCUSED perspective — conveying the information and learning necessary to promote a new employee’s immediate and long-term productivity

From a CULTURAL perspective — a set of processes and activities to create a sense of belonging, build engagement and establish relationships

An effective onboarding process includes all the activities, processes and tools associated with ensuring that employees transition effectively and efficiently into new roles or organizations.


ADMINISTRATIVE

ROLE

CULTURAL

Onboarding

37

Compliance is the lowest level and includes teaching employees basic legal and policy-related rules and regulations.

Culture is a broad category that includes providing employees with a sense of organizational norms – both formal and informal.

The Four C’s


Source: SHRM’s Guideline Series – Onboarding New Employees: Maximizing Success

Clarification refers to ensuring that employees understand their new role, related expectations and are provided the resources and tools to be successful.

Connection refers to the vital interpersonal relationships and information networks that new employees must establish.

2

3 4

1

Key onboarding roles and responsibilities

38

Pre-Start Date Start Date Post-Start Date Business Unit Leader/ Senior Leader

Hiring Managers

Recruiters

Onboarding Coordinators

Learning and Development

Buddy/Mentor

Facilities, IT, Security

New Hire

Computer, office space, security ID

Welcome lunch

Personal contact, simple questions, connection

Single point of contact, manages the process Follow-up survey

Offer/accept

Orientation program, instructors, assimilation content

Welcome visit

Follow-up survey

Follow-up survey

Approvals, job assignments/goals

Completes forms, reviews onboarding materials


Pre-boarding

39

Offer letter generation and acceptance Completion of new hire forms Emergency contacts W-4 (state and federal) I-9 (eVerify) Direct deposit Completion of work agreements Code of Business Conduct Workplace harassment policy

Automated background check and drug screening Enrolling in benefits Training and orientation materials Coordination with other departments (e.g., Facilities, Security, IT)

Activities that are often best managed prior to day one

Administrative/Compliance

Best-in-class companies are 35% more likely to begin onboarding

before day one.

Pre-boarding

40

Company and team information

Provide detailed info, including a picture, of teammates so when they come in the first day they see a familiar face. Provide info on company mission, vision and values so new hire understands how they fit into the organization and can contribute.


Administrative/Compliance

Orientation Video

Tell your story

41

Industry History Big Picture Strategy Culture Values People


Culture and Connecting

47% of US workers don’t know or are unsure of what their employers’ core values are!

Source: First Year Impressions are Everything

Make them feel welcome

42

Beyond day one

Plug the new hire into your organization’s social networks within the first three days • Announce new hires companywide • Send an introductory email departmentally and to those whom have a need to know • Include in meetings and calls – let them sit, listen and learn Arrange a departmental lunch to get to know team members in person Schedule weekly check ins (at least for the first month or so)



Establish a Mentorship program

43

A mentor can • teach new employees about the organization, offer advice, help with job instruction, and

provide support in social and political terms • provide a safe place for employees to go with questions they are hesitant to ask their

managers for fear of seeming incompetent


Research indicates that new employees are more likely to have learned and internalized the key values of their organization’s culture if they had

spent time with a mentor*

Source: SHRM’s Guideline Series – Onboarding New Employees: Maximizing Success


First month bailout period

44

One month is the most popular time for employees to “bail out” before they get too deep. Keep up good communications • Establish 60, 90 and 180 day goals and

objectives • Ensure the employee has received or signed up

for necessary training • Remain open and available for questions,

concerns, and assistance • Meet with employee for informal 30-day check

in • Acknowledge employee for completing the

first 30 days and thank them for joining the team



According to Gallup, direct managers are the number one reason employees quit and are capable of creating up to

70% variance in engagement levels.

Empower them to contribute

45

Key

Are

as o

f Sup

port

• Assign a ‘buddy’ or mentor

• Growth opportunities - integrate learning into the onboarding process and invest in career development

• Provide 30, 60, 90 and 180 day reviews/performance check-ins

• Communicate role expectations

Role Focused/Clarification


Empower them to contribute

46

Invest in career development

Visual career paths Success/job profile Career development plan Job rotations Projects Platforms to showcase ideas Regular, routine progress checks


Role Focused/Clarification

A thoughtful onboarding process …

47

Goes beyond day one administrative activities

Deliver the information new hires really

want to know Meet the needs of the new hire, the

department and the organization

Introduce new hires to the organization and integrate them into the culture


Creating a positive experience for new hires will influence their perception of the organization

for the longer term

When developing your onboarding strategy/program …

48

Consider generational expectations and priorities

Baby Boomers Generation X Generation Y Generation Z (emerging)

Focus on the process and protocol over socialization

Formal feedback mechanisms

Traditional recruitment and retention mechanisms (benefits, pay, retirement plan)

Clearly defined onboarding roadmap, sequential

Level of respect

Mentor program Frequent feedback

mechanisms (30-60-90-day performance reviews)

Work/life balance Objectives and

timelines for onboarding

Recognition and frequent feedback

Internal and external networking

Immediate, embedded feedback

Flexibility in the workplace

Enable contribution Link onboarding to

learning team environment

Openness and transparency

Expects 5 to 7 major career changes

Team-based socialization (and likely technology-enabled)

Positive feedback and confidence-building

Goal- and achievement-oriented onboarding

Entitlement Desire for multi-

tasking, a variety of priorities

“You’re special”


A leading practice model for onboarding for the first 90 days

49

Build Excitement Prior to Day One

Welcome letter from manager

Tokens or collateral are sent to welcome

Invite to team lunch or organization event

Administrative activities begin

Associate ID is assigned Limited access to

organization information and website is provided

Notifications sent to all internal partners for setup

Associate Is excited to start Understands role Reviewed basic

organizational info Completed most

“paperwork”

Make a First Impression Day One

First-day greeting and introduction by manager

“Buddy” assigned Workplace tour Have workspace ready,

phone and computer access activated and and keys available

Self-paced online onboarding guides activities

Introduction to culture

Associate Has positive first

impression Feels welcome by

manager and team Completed “paperwork” Accessed onboarding Has access to tools

and equipment

Ensure Warm Welcome Week One

Warm welcome extended beyond department

Network begins to be identified

HR profile — review personal data

Attend department orientation activities

OH&S training Introduction to

performance management

Begin to set personal goals and objectives

Associate Feels s/he made the right

decision Begins to build

relationships Begins objective setting

Getting Settled First 90 Days

Demonstrate small accomplishments

Provide feedback on performance

Participate in “buddy” program

Online onboarding guides activities

Complete objective setting Access other training

sessions Online surveys completed,

i.e., employment equity, onboarding feedback

Associate Starts contributing Completes objective

setting Hits onboarding

milestones Provides positive

feedback; feels “I made the right decision”

Activities

Outcomes

Administrative Focus Professional and Cultural Focus

Onboarding continues beyond the first 90 days…

50

Post 90-day activities often include programs that span multiple months, such as: New hire cohorts & senior leader gatherings Mentoring program Continued “buddy” program Career development and training programs New hire recognitions for achievements Rotational assignments Feedback forums — surveys, focus groups

Associate Understands how to work within

team Has a clear understanding of

his/her specific role and where to go for questions

Provides fresh insights on existing processes

Understands training and development options

Understands importance of own function to organizational objectives

Fitting In 4-6 Months

Belonging 6-12-24 Months

Associate Feels s/he is “fitting in” and no

longer “new” Begins to understand bigger

picture of the organization Feels empowered to make

enhanced contributions Has formed relationships inside

and outside of team Understands career paths; where

the organization is going and how s/he can connect

Feels “this is the best place to be”

Activities

Outcomes

Professional and Cultural Focus © 2017 Willis Towers Watson. All rights reserved.

Leveraging technology

51

Past Practices Future Potential Largely dependent on managers

to orient employees Training was an all-day session Lots of paper Employee handbooks Arrive at work feeling lost and

overwhelmed Sign many documents on the first

day

Employees receive access to information before they start

Most forms can be completed or begun in advance

Time to full productivity accelerated

New hires can begin to develop networks sooner

Ongoing collaboration and connection through discussion forums

Leading companies use technology to push down costs, facilitate information sharing, increase collaboration and drive an optimal employee experience


Benefits of an onboarding technology solution

52

Eliminates or reduces • HR/Manager’s time

producing, completing and verifying paperwork

• Manual mailing of offer letters or offer packets — helps support GREEN efforts

• Filing of personnel paperwork

• The need to manually collect I-9s, to have binders/folders that need purging for compliance; copying of documents

Allows completion of forms and agreements prior to first day of work • Simplify forms and eliminate

rework

• Other auxiliary departments are notified of impending new hire (e.g., IT, facilities, security/badging)

• Frees them up to “hit the ground running” on Day One

Provides a central location to get all information needed

as a new associate


Onboarding pitfalls to avoid

53

1. Cramming 20 hours of info into 4 hours of orientation

2. Neglecting the importance of cultural adaptation

3. Failing to address generational needs and differences

4. Starting the new hire when the supervisor is absent

5. Relying on org charts to explain lines of communication

6. Running a disorganized program

7. Adopting a ‘sink or swim’ approach because it worked before


Best practices for onboarding

54

Take care of the basics prior to the first day on the job. Develop a written onboarding plan and make it participatory. • Engage stakeholders in planning Be sure your program is consistently implemented. Use technology to facilitate the process. Use milestones, such as 30, 60, 90 and 180 days on the job— to check in on employee progress. Be crystal clear with new employees in terms of: Objectives, Timelines, Roles and Responsibilities


In a constant struggle for top talent …

having a relevant talent acquisition strategy and effectively

integrating new hires into the organization is key to

ensuring their and your success.


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Pamela Murray Senior HR Consultant Value Added Services, HR Partner 225 Schilling Circle Hunt Valley, MD 21031 E [email protected]

Thank You!!!


Kim Eberbach Senior Consultant Talent and Rewards Line of Business 1500 Market Street Philadelphia, PA 19102 E [email protected]

All Aboard – Next Generation Talent Acquisition and ... · willistowerswatson.com All Aboard –...

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