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DESIGNING A WINNING EMPLOYEE EXPERIENCE

THE CASE FOR STRATEGIC ONBOARDING

02 Content

03

Introduction

05 The fast-track to onboarding

excellence

12 The business case for great onboarding

and employee experience

14 Designing optimum

onboarding

23 Case study: oOh! Media

26 Putting

people before paperwork

29 Summary

31 Sources

DESIGNING A WINNING EMPLOYEE EXPERIENCE

BY ENBOARDER’S RESEARCH TEAM, 2018 EDITOR – CHANTAL OMODIAGBE, COMMUNICATIONS CONSULTANT

ENBOARDER

We are a passionate bunch who are strident in our belief that people should come before paperwork. In some ways this is our mantra and we feel strongly enough about changing the status quo of onboarding that we were inspired to write a series of White Papers. This is the first of a series that we hope will play a role in changing onboarding, for good.

In our view, everyone’s a star. To us, it’s common sense that people, teams and the quality of their connections are critical to the success of any business. What we’ve found however, is that the focus in many organisations is on the process, rather than on the people. We reckon now’s a good time to start shifting that around. We hope that after you’ve read this white paper you’ll feel compelled to address the onboarding

INTRODUCTION

ONBOARDING is our business, but we do it differently

Enboarder is the only platform I have found that is absolutely about engagement and connecting with your employees before they

“

“BRENT PEARSON, ENBOARDER CEO

ONBOARDING is our business, but we do it differently

Enboarder is the only platform I have found that is absolutely about engagement and connecting with your employees before they

“

“BRENT PEARSON, ENBOARDER CEO

INTRODUCTION ENBOARDER

experience in your company. We want to trigger a series of questions that will get you thinking differently about collaboration, responsibility and creativity. But that’s not all. We believe in adding the power of the personal to the efficiency of the practical. It’s not A or B - it’s both. Which is why making everyone a star (AKA empowering people to be their best self) is at the core of everything we do.

This paper highlights the evolution of what until now has been considered the sole responsibility of HR. It intends to emphasise onboarding as an integrated Human Resources (HR) practice and reinforce the role of hiring managers and other teams within the onboarding experience.

We are confident that this report will prompt HR professionals to rethink the impact their roles play within a business, and the relationship between empowered employees and operational productivity. Lets start to put some overdue focus on the players who are key in creating and affecting real cultural change, and ultimately business success.

THE FAST-TRACK TO ONBOARDING EXCELLENCEENBOARDER

The Fast-Track to

onboarding excellence

6THE FAST-TRACK TO ONBOARDING EXCELLENCEENBOARDER

empathy, by necessity, is the primer for success. Indeed, transforming our organisational and structural systems around human-centredness will ultimately redesign how we work, and heralds exciting times ahead for the HR industry which is pivotal in this transition.

People’s needs are neglected, so too is leadership, mentoring, skills and talent development, which, cumulatively, increases a business’ propensity to cultural toxicity. You can’t be a rockstar without the right support.

The onboarding evolution

Today, onboarding is a journey engaging new hires sometimes up to a month before they join the new company and then throughout the job life-cycle. Those days of manual form filling, department inductions, signing commitment to expected corporate behaviour codes and adherence to company policies are well and truly behind us. Bye bye checklist and paperwork. Hello experience and engagement.

As an HR Manager you are well-rehearsed in your company’s recruitment approach. Your role puts you on the center stage of the business when attracting and managing talent, and then working on retaining it too. It’s a responsibility that demands empathy and the skills to manage the workplace experience holistically. In essence it’s much like safeguarding the health of the company’s entire ecosystem, nurturing it, polishing it and ensuring it’s a thriving environment for all.

The new way forward for employee-centredness is driving spectacular change across all sectors. HR is ripe for such change given it negotiates in the currency of emotion where

It has never been clearer that where productivity and ef ficiency outcomes are the primary focus, workplaces are locked in states of dysfunction.

1. Aberdeen Group, 2006, Onboarding Benchmark Report.


With this in mind it is critical to understand the psychology of the entire employee journey and in doing so transform how we approach HR. As implied, this issue goes beyond the act of recruitment in its traditional sense. It’s about championing and celebrating your involvement hand in hand with the other relevant team members, and acknowledging that you all have a significant role to play in the contentedness of employees.

Identifying onboarding pain points

If we want to instill positive attitudes in employee-business’ relationships with the objective of creating success and driving profitability, then we need to understand what onboarding means from an employee’s perspective.

Research shows that while making an employee feel welcome at the beginning of their employment with a business is directly connected to confidence levels, many companies do

not recognise the impact that onboarding has on retention rates and productivity1.

The first 30 days of a new employee’s experience sets the tone for his/her satisfaction and enthusiasm rating. In fact, 90% of new employees make their decision to stay at a company within the first six months on the job. Feeling like you belong and are appreciated are important within a family. Why wouldn’t they be in the workplace where you spend 90,000 hours of your year? The evidence is stacking up. First impressions have more clout than ever before.


Designing an effective onboarding program needs to identify its pain points. With the above in mind, let’s start with some questions to help you understand the current state of your process.

1. Who owns onboarding in your organisation?2. Who is responsible for improving your onboarding

experience?3. How is onboarding done? What experiences are you

delivering?4. How consistent is your onboarding experience across

your organisation?5. Is your onboarding process paperwork-heavy and

focused on the employer’s needs?6. Do you communicate with new hires before their first day? 7. Are you aware of the impact that onboarding has on your

organisation’s performance metrics?8. How do you measure the new hire experience?

Now you’re clear on some of the pain points, below illustrates some common new-hire pitfalls. We anticipate

these might raise a bunch of other issues that you have personally experienced but never thought too deeply about. 1. An inconsistent onboarding experience.2. No one is really in charge of the process.3. A lack of awareness between employee engagement

and staff turnover/retention. 4. The majority of leaders consider onboarding to have a

low impact function, therefore it is often neglected by the business.

5. A lack of understanding of the important role hiring managers play in the onboarding process.

6. No organisational readiness ie. having systems ready for day one.

7. Failure to deliver a good first impression as the existing process is most likely to be inconsistent with the expectations of the new hire.

Randall Beck and Jim Harter critique the notion of great management in a paper titled ‘Why Great Managers Are So Rare’ 2.

2. Gallup, Why Great Managers Are So Rare, by Randall Beck and Jim Harter 2014 http://news.gallup.com/businessjournal/167975/why-great-managers-rare.aspx 3. Gallup, Why Great Managers Are So Rare, by Randall Beck and Jim Harter 20144. Society for Human Resource Management,5. (SHRM) Society for Human Resource Management , 2012, BCG/WFPMA proprietary web survey and analysis.


They say that managers account for at least 70% of variance in employee engagement scores, a significant statistic that we argue you would not be sensible to ignore.

So too, the above sends a strong message to HR managers to sell-in broader organisational involvement from the viewpoint that personal, professional and corporate investment will result in gain for all. Bottom line is that managers across the business, not just HR, are responsible for the engagement of employees and their new-hire experience.

Is your organisation ready?

Understanding that businesses will increase retention and achieve high-performing cultures that in turn drive profitability is a solid starting point if you’re looking for

inspiration to adopt a strategic onboarding platform. Framed like this, why wouldn’t your organisation be ready? You see, the writing’s on the wall, it’s a win-win situation.

Your argument becomes stronger when the research3 tells us that for an entry level job the cost would be about $30,000; for an executive role the cost can escalate to $150,0004. Add to this BCG’s study5 that states that onboarding and employee retention have the second highest business impact in profit growth and performance improvement compared to any other Human Resources function, and you might be feeling more ready than ever before!


As we’ve already established, onboarding has evolved to be a highly personalised experience and is widely recognised as a process that supports staff throughout the employee life-cycle. Creating a sense of value around the new hire and going the extra mile to enable employees to establish a sense of belonging in the workplace that matures over time, is beneficial to business predominantly because it’s beneficial to individuals.

As with any business function or process that requires investment of financial and human resources, an effective onboarding system demands clarity of purpose. However, if the business does not prioritise the employee experience, and the importance of making this as consistent and inspired as possible, its purpose will be lost.

Engaging with digital tools is a key part of the modern onboarding process. While being location agnostic, technology can help employers to understand candidates on a deeper level and provides ways to proactively communicate openly, smartly and in a timely fashion. This becomes

mutually beneficial for both parties making employees feel immediately confident, excited and supported.

By using a data and metric-driven approach, employee progress and retention success rates can be tracked. Other benefits include tracking the execution of training programs amongst hiring managers and other stakeholders, monitoring engagement levels that might require HR intervention, and the ability to build talent pipelines - especially useful in a growing company.

Now that’s integrity!

(SHRM) Society for Human Resource Management , 2012, BCG/WFPMA proprietary web survey and analysis.


First performancemilestones met

91%

30%

62%

3%

33%

17%

TargetsRetentionYear-over-year

manager satisfaction

SatisfactionEmployees

retained

Best-in-class organisationLaggard organisations (Worst-in-class)

Delivering on recruiting

Onboarding of new hires and retention

Managing talent

Improving employer branding

Performance management and rewards

Development leadership

Mastering HR processGlobal people management and internal expansionEnhancing employee engagementProviding shared services and outsourcing HRManaging change and cultural transformationActively using web 2.0 for HR and manging associated risksStrategic workforce planingDelivering critical learning programManaging corporate social responsibilityTransforming HR into a strategic partnerHealth and security managementManaging flexibility and labor costsRestructuring the organisationManaging work-life balanceManging an aging workforce

Notiable economic influence in HR topics

Increased KPI results

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2

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Revenue growth Profit margin

The impact between the most capable and the least capable companes

Have a role and responsibilities discussion.

Match your new hire with a peer buddy.

Help your new hire build a social network.

Set up onboarding check-ins once a monthfor your new hire’s first six months.

Encourage open dialogue.

1

2

3

4

5

The five critical tasks listed in Google’s check list

44%63%

46%

38%

56%

63%

26%

37%

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50%

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49%

Organisations scoring higher on onboarding maturity (Level 3 & 4)Organisations scoring lower onboarding maturity (Level 1 & 2)

Increased Market Penetration

Organisations scoring higher in onboarding maturity are almost 4 times more likelyto see an increase in employee retention and almost twice as likely

to see increased employee engagement.

Increased Revenue/Performance

Increased Customer Satisfaction

Companies with engaged employees

engagement investments by 10% can

per employeeper year

Increasing emplopyee

Raise productivity levels

Increased Employee Engagement

Increased Customer Retention

Increased Employee Retention

OUTPERFORM THOSEWITHOUT BY UP TO

INCREASE PROFITS BY

202%

$2,400

< / >

First performancemilestones met

91%

30%

62%

3%

33%

17%

TargetsRetentionYear-over-year

manager satisfaction

SatisfactionEmployees

retained

Best-in-class organisationLaggard organisations (Worst-in-class)

Delivering on recruiting

Onboarding of new hires and retention

Managing talent

Improving employer branding

Performance management and rewards

Development leadership

Mastering HR processGlobal people management and internal expansionEnhancing employee engagementProviding shared services and outsourcing HRManaging change and cultural transformationActively using web 2.0 for HR and manging associated risksStrategic workforce planingDelivering critical learning programManaging corporate social responsibilityTransforming HR into a strategic partnerHealth and security managementManaging flexibility and labor costsRestructuring the organisationManaging work-life balanceManging an aging workforce

Notiable economic influence in HR topics


1

7

8

9

10

11

12

13

14

15

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17

18

19

21

20

2

3

4

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2.4x 1.8x

2.1x 2.0x

2.1x 1.8x

Revenue growth Profit margin

The impact between the most capable and the least capable companes

Have a role and responsibilities discussion.

Match your new hire with a peer buddy.

Help your new hire build a social network.

Set up onboarding check-ins once a monthfor your new hire’s first six months.

Encourage open dialogue.

1

2

3

4

5

The five critical tasks listed in Google’s check list

44%63%

46%

38%

56%

63%

26%

37%

13%

50%

50%

48%

49%







Companies with engaged employees

engagement investments by 10% can

per employeeper year

Increasing emplopyee

Raise productivity levels




OUTPERFORM THOSEWITHOUT BY UP TO

INCREASE PROFITS BY

202%

$2,400

< / >

THE BUSINESS CASE FOR GREAT ONBOARDING AND EMPLOYEE EXPERIENCEENBOARDER

THe business case for great

onboarding and employee experience

6. Onboarding Benchmark Report - ‘Technology Drivers Help Improve the New Hire Experience, August 20067. Brandon Hall group in 2017, ‘Impact of Technology in Onboarding Success’

13THE BUSINESS CASE FOR GREAT ONBOARDING AND EMPLOYEE EXPERIENCEENBOARDER

And the feel good stats keep flooding in. In 2017, according to research conducted by Brandon Hall, organisations that use onboarding technology are 167% more likely to experience an increase in employee retention, and 60% more likely to see a rise in employee engagement7.

With ROI translating to improvements such as cultural fit, improved retention, better productivity, higher engagement and customer/employee satisfaction, the business case to start using a formalised onboarding process could not be stronger. If you add on the costs associated with losing employees, and the long-term brand damage caused by audience perceptions both inside and outside the business, your opportunity to change-manage and be one of the most effective leaders in your field is now.

Numbers don’t lieAs culture takes a direct hit from staff turnover, companies are becoming increasingly mindful of the flow-on effect that poor retention has on other areas of the business. In light of this, it is unsurprising that organisations with a dedicated onboarding solution are up to 50% more likely to see increases in key metrics such as customer retention, customer satisfaction, and employee engagement6. That’s a pretty healthy result. Yet, the case for onboarding stretches beyond retention further proving that commitment pays off. In the same 2006 study, Aberdeen Group recorded:

• 66% of companies that implemented onboarding programs could claim a much higher rate of successful integration of new employees within the organisation’s culture reflected by 157% recording less turnover.

• 62% reported having higher time-to-productivity rates.• 54% claiming much higher employee engagement.

DESIGNING OPTIMUM ONBOARDINGENBOARDER

DESIGNING OPTIMUM

ONBOARDING

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RECRUIT ONBOARD DEVELOP RETAIN OFFBOARD


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TechTarget - A guide to talent management tools and trends, 2018.

8. Grillo, M., & Kim, H. K. (2015). A strategic approach to onboarding design: Surveys, materials, & diverse hires.Retrieved [insert date] from Cornell University, ILR School site: http://digitalcommons.ilr.cornell.edu/ student/79

15DESIGNING OPTIMUM ONBOARDINGENBOARDER

In a paper authored by Grillo, M., & Kim, H. K. (2015)8, ownership and the responsibility of engaging with the onboarding process has been divided into two groups: Process Owners - HR, IT, security, training and facilities Process Champions - senior leaders, managers (and/or supervisors), sponsors/buddy, as well as HR business partners. Defining roles throughout the organisation for this process is a sure step to the successful integration of onboarding, which promotes employee engagement and in turn business performance.

Setting employees up for success is essentially what we should be aiming for. If we recognise the existence of the employee life-cycle, success can be managed as an integrated employee experience that feeds into the business’ results over time.

Optimising onboarding requires an employee-centric approach. It provides a workplace community - no matter how large or small - with shared end goals. From recruiting, to onboarding, training/development and career planning, through to retention or offboarding, this full cycle of integrated employee experiences show staff that they’re understood. It shows them that you are invested in creating meaningful and constructive opportunities to help them succeed.

Mapping onboarding across employee life-cycles


This fine-tuned process, in turn, allows an employee to gauge if a business culture is the right fit for them. Meanwhile, an organisation can proactively design its culture to have the competitive advantages it needs to attract, train and retain quality candidates to ensure the likelihood of its survival.

Employee onboarding experience

The acknowledgment of an employee’s experience throughout a job’s life-cycle, and the strategic implementation of support milestones for that employee along the way involving key staff members has a direct and high impact on a business’ culture. This empowerment is transformational for both the individual and the organisation.

This collaborative process keeps HR, hiring managers and senior leaders equally motivated and inspired. For the new hire, each stage of the cycle is developed to trigger an emotion towards the organisation in a genuine and authentic way inviting dialogue, promoting transparency and inspiring success.

With each stage of the employee life-cycleacknowledged, and with needs tactically addressed for each, businesses are far better positioned to set employees up for success.


dialogue, promoting transparency and inspiring success simply by proactively working through the needs of staff. It taps into everyone’s awesomeness!

With each stage of the employee life-cycle acknowledged, and with needs tactically addressed for each, businesses are far better positioned to set employees up for success. The process allows an employee to gauge if a business culture is a fit for them by the way it engages with him/her. Meanwhile an organisation can design its culture to have the competitive advantage needed to attract, train and retain quality candidates.

Ownership and stakeholder roles

Onboarding is not only HR’s responsibility. There are other key players that directly affect a new hire’s experience. Understanding each of the roles and levels of engagement will give you, the HR Manager, the knowledge to accurately design tactics that can positively influence these interactions. This puts you in the driver’s seat!

Communicating culture The acknowledgement of an employee’s experience throughout a job’s life-cycle, and the strategic implementation of support milestones for that employee have a direct and high impact on a business’ culture. This empowerment is transformational for both the individual and the organisation.

This way of working keeps hiring managers as motivated and inspired as each member of the team. Each stage of the cycle is developed to trigger an emotion towards the organisation in a genuine and authentic way inviting

9. Gallup, Why Great Managers Are So Rare, by Randall Beck and Jim Harter 2014


Cracking management engagement can sometimes be a difficult trick to pull off! But getting this right is essential if you are to deliver an outstanding onboarding experience. The timely access to information about the new hire enables managers to be active participants in the onboarding process. This assists with providing the guidance and training the new hire needs, and encourages collaboration and connections with relevant staff/departments.

One of the main onboarding pitfalls we see amongst managers is a poor understanding of the overall onboarding strategy, and little knowledge of the impact it could potentially

Human resourcesHR teams play a major role in the onboarding process. You and your team are the centrepiece that glues the whole experience together. While responsible for the strategic and operational side of the process, it is your role to communicate the importance of the onboarding practice and its effect on the overall business success, to your senior management. This may necessitate training and coaching of hiring managers, business leaders, mentors and buddies.

Hiring managersAs cited earlier in this paper, research conducted by Randall Beck and Jim Harter 20149 found that hiring managers are responsible for no less than 70 percent of fluctuation in employee engagement scores. Hiring Managers have an essential role in welcoming, inspiring and guiding the new employee not only on their first day, but throughout the employment life-cycle.

By educating managers and empowering them with the right digital solution we are able to measure engagement and performance, as well as identif y pain points on both sides.


have on their teams. Remember, the secret is providing the right coaching to make them look like rockstars! Senior leadershipHierarchies can be dangerous structures if senior leaders don’t understand their role in organisational culture-setting. There’s something to be said for leaders who can put their titles aside and simply be human in the office. A welcoming smile, a good morning and making time to get to know other team members has a major influence in setting up expectations, and is a positive way to share and express an organisation’s values. If your CEO stretches out a hand to welcome a new hire, we guarantee she’ll be dinner party conversation. We all know how much impressions count.

Mentors and buddiesMentors and buddies are crucial to support and guide new hires and promote workplace friendship. They are a great way to offer a way for the newbies to talk about important matters, share unstructured knowledge and smooth the transition period. Can I grab you a coffee on the way back?

11

11


Automation Regardless of industry, the research shows strong support for onboarding software solutions due to the ability to measure performance across key organisational metrics. From engagement, to user experience, brand perception and development - automated software onboarding solutions are increasingly becoming recognised as contributing to high-performing cultures and improving business outcomes.

We are part of this culture shift and are excited about the opportunities that automation in onboarding is affording brands and their people. Best of all it points to healthier, happier workplaces where everyone flourishes.

The research speaks for itself. According to Brandon Hall Group’s 2016 Onboarding survey10, the top-cited reasons for acquiring a dedicated technology solution are to improve the new hire experience (82%), improve management of the process (73%), and alleviate manual tasks (61%). It looks like we might be onto something here!

Brandon Hall 2017 - ‘The positive impact of mature, strategic onboarding’10. Brandon Hall 2016, Onboarding - ‘What High-performing organizations do differently’. 11. Brandon Hall , 2017 “The positive impact of mature, strategic onboarding”


44%63%

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26%

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Control, preservation and tracking are the new buzz-words with technology solutions striking out time wastage, inefficiencies and inconsistencies that are so prevalent with labour intensive manual processes.

Organisations that involved technology and have a defined onboarding strategy have11 -

63% increase in market penetration56% increase in revenue performance50% increase in customer satisfaction48% increase in customer retention 49% increase in employee retention

Today the corporate world is well versed on the benefits of engaging employees with their brand and acutely aware of the link between engagement and organisational performance. However this requires agility and leadership to put in place a positive, intentional and people-focused

13. Workplace Research Foundation (http://www.tlnt.com/media/2012/06/MADISON.jpeg 12. The Employee Experience Index - Dr. Jay M. Dorio, IBM, July 24, 2017

solution that relishes in giving new hires what we call the VIP treatment.

If onboarding fails to be user-friendly and lacks intuition, the process becomes a waste of HR resources all round. Herein lies the HR Manager’s opportunity when communicating the benefits of a technology solution that can deliver employee engagement and employee experience. Once again the statistics are highly supportive and come from broad sources:

• 1% improvement in employee engagement has been associated with an 8% increase in sales.

• Increasing employee engagement investments by 10% can increase profits by $2,400 per employee, per year.

• Workers in the top 25% of Employee Experience Index scores report they are 73% more likely to go above and beyond.

There are multiple benefits that come with implementing an automated onboarding solution. If asked how a digital solution is going to be of immediate help, the quick answer 14. WorkTrendsTM 2016 Global for the IBM/Globoforce Employee Experience Index


allowing you to track, measure and report data based on behaviours. This in turn helps you to create relevant KPIs to monitor the onboarding process itself, from start to finish.

As a manager you have immediate access to insights that strengthen your contribution to the business. As the new talent, you are proactively supported, understood, valued and involved in ways you’ve never felt before. Your new environment feels challenging yet fun, unusually nurturing and organised. As for the people? Well, it’s never been so easy to engage with a new company. Your new-job nerves are being quashed by a true sense of belonging. This time around there’s a good chance you’ll stick around.

would be time. The flexibility that can be designed into a platform like this, allows you to test a process as well as being able to easily change those that are ineffective. This contributes to the wow factor. Practical, powerful and user-friendly.

Integration with other HR systems is also important along with the data-sharing capabilities and usability, the latter highlighting the need to have an interface that is kind to use. Additionally, engagement is assisted by connectivity

‘ CASE STUDY ‘OOH! MEDIA’ENBOARDER

case study ‘Ooh! media’

24 CASE STUDY ‘OOH! MEDIA’ENBOARDER

oOh! Media is premier supplier of billboards in Australia, offering access to some of the most sought-after indoor and outdoor advertising sites across the nation.

The problem Ooh!’s growth was prompting questions around how to maintain the culture of the business’. For Brendon Cook, CEO and Alana Bennett, Head of Talent, it was the company’s roots as a family business and its unique culture, that they wanted to keep alive. The energy and commitment were there. The question was - what’s the trick to making this a sustained and valuable experience for everyone?

ALANA BENNET, HEAD OF TALENTOOH! MEDIA

25 CASE STUDY ‘OOH! MEDIA’ENBOARDER

wasn’t just about introducing oOh! to new people. It was about getting to know the new hire as well.

Working closely with Alana, the Enboarder team designed a process that commences 30 days before the start date and goes through to the end of the first year of employment. It’s a solution that has created a well thought out and consistent schedule of communications. It’s a strong tool for hire managers and a program that nurtures and cultivates Ooh!’s cultural DNA.

The challenge For both Brendon and Alana, it was clear that the relationship with new staff needed to start at the beginning of someone’s employment. Managing this through the life-cycle of any one person in the company had to be easier than a paper-based system, especially with an increasing headcount. But even more than that, Alana didn’t want an automated system to strip the soul out of the company and needed something that could be set up and left to run itself.

The solution Alana recognised that candidates had a great experience during the HR process and wanted to retain this level of engagement from the time a candidate accepted a job through to their first day and beyond. “I was looking for something to enable our people to connect with our brand, our business and our story from the word go.”A platform that entices, excites, and engages oOh!’s new hires and guides managers to put their best foot forward during onboarding, was the solution she was after. And it

“I love it,” says Alana. “Enboarder is the only platform I have found that is absolutely about engagement and connecting with your employees even before they start in your business. This is a system that gives people what they need across the business all the while ensuring that what got us here in the first place - our heart - is looked after, “ she said.

Great manager participationand response

Near perfect company eNPSfrom new hires

92 / 100 ApprovalNew company insights and

social activities

Culture

‘THE SUMMARYENBOARDER

THE SUMMARY

27THE SUMMARYENBOARDER

We trust that this White Paper will prompt a more considered approach to the process of onboarding in light of the evolution of HR as a business function. Its purpose is to examine how onboarding can be used to leverage employee and business success across entire organisational ecosystems overcoming outdated and ineffective practices that fail to support the people doing the work.

Onboarding is not a new process. Its maturity has paralleled the shifts we’ve seen in business as we watch companies grapple with generating new advantages and reinventing what it means to work well together. The new way of working requires participation, respect and importantly leadership.

The shifts we’re witnessing in workplace culture demand a refreshed approach to onboarding. Even today, while customer-experience continues to take centre stage in consumer businesses, the relationship of onboarding to business brand building and healthy corporate cultures remains strangely unclear to many, or simply not embraced as a business necessity.

28THE SUMMARYENBOARDER

By breaking down traditional silos we believe that only then can onboarding achieve real and tangible outcomes. This is as much about understanding that business success relies heavily on human relationships as it is about understanding that human relationships are the conduit for business success. They are codependent. We believe it’s time to wow and to do it with empathy, engagement and integrity.

At Enboarder we love making connections and having conversations because we know that they lead to better business and happier people. Listening, respect and empathy are big for us simply because without them we believe it’s impossible to learn, to adapt and to have happy and successful working lives.

We hope you have gained knowledge and insight from reading this White Paper. If there’s anything in this report that resonates, of if you’d simply like to have a chat to find out more - give us a shout at:

‘PUTTING PEOPLE BEFORE PAPERWORKENBOARDER

Putting people before

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30PUTTING PEOPLE BEFORE PAPERWORKENBOARDER

With Enboarder you can;• Make new hires feel welcome and prepare them for the moment they sign their offer letter, helping to eliminate pre-start nerves. Share your company culture and create employee connections before day one.• Coach managers through the onboarding process and assist them to do it efficiently and in more engaging ways. Simplify provisioning requests and those pesky admin tasks that tend to get neglected.• Empower HR teams to create, test and deploy strategies that lay the foundations for great culture shift and long-term employment. Access real-time analytics and report across a range of key engagement metrics. Change communications on the fly and test effectiveness.

Enboarder, changing onboarding for good.

About Enboarder Common sense, backed by loads of science, tells us that people, teams and the quality of their connections are critical to the success of any business. Yet somehow the focus in many organisations has shifted from the people to process. By looking at onboarding through the lens of employee experience rather than just HR efficiency we have created a product that helps to tip the scales back again.

With Enboarder your business can create engaging employee experiences that WOW today’s digital generation. Through our platform, you can redefine your onboarding and put engagement at its core - making employees happier and more enthusiastic.

Enboarder allows HR professionals to deploy beautiful campaigns within minutes, without the need for expensive consulting firms, IT or creative departments. All communications work across devices, without the need for messy logins or bulky app downloads.

https://enboarder.com/#book-demo

PUTTING PEOPLE BEFORE PAPERWORKENBOARDER

Gallup, ‘Why Great Managers Are So Rare’, Randall Beck and Jim Harter, 2014.

(SHRM) Society for Human Resource Management , 2012, BCG/WFPMA proprietary web survey and analysis.

Onboarding Benchmark Report ‘Technology Drivers Help Improve the New Hire Experience.’ August 2006

Brandon Hall group, ‘Impact of Technology in Onboarding Success’, 2017.

G.Grillo, M. & Kim, H. K.,A strategic approach to onboarding design: Surveys, materials, & diverse hires. Cornell University, 2015.

Brandon Hall, Onboarding - ‘What High-performing organizations do differently’, 2016.

Brandon Hall, ‘The positive impact of mature, strategic onboarding.’ 2017 .

Workplace Research Foundation (http://www.tlnt.com/media/2012/06/MADISON.jpeg)

WorkTrendsTM 2016 Global for the IBM/Globoforce Employee Experience Index

SOURCES

PUTTING PEOPLE BEFORE PAPERWORKENBOARDER

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