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Developing a Lean Orientation Process

Denny Hall Lean HR & People Development Summit

September 21, 2018

Why Do Orientation?

• Unless the new hire has prior knowledge about your company & business, they must be taught everything they will need to know

• Unless you hire for a specific skill set, a new hire must be taught everything they will need to do

• Orientation is the starting line for addressing the competency gap and starting the onboarding process (starting line of the marathon)

– Talent Development is a continual process (not a one time event)

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What a new hire currently knows

and can do

What a new hire needs to know

and doCompetency GapTalent Development is used to

address the gap

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Importance of a Good Orientation

• “You only have one chance to make a good first impression”

– A new hire’s perspective of your company is like settling concrete

– Continue to market your company even after they are hired

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• It is a snapshot (a one time event/experience) that will define who you are as a company– Data has shown that an employee is much more likely to stay with a company when they have a good experience during their

orientation

– 20-25% of employee turnover occurs within the first 45 days of employment

– An improved orientation is the “low-hanging fruit” of employee engagement & retention

• It will have a lasting impact on their work performance– By showing them their valued & taking the time to invest in them, new hires are much more likely to reinvest back into your

company over the long-term

– Talent development must be viewed as an investment & not a cost

How to Get There…Creating the Road Map

• “If you don’t know where you’re going, any road will get you there.” –Lewis Carroll

• Begin with the end in mind (know where it is that the new hire needs to end up)

• Job Breakdown (TWI – Job Instruction)– Breaking a large operation down into small parts in order to master the whole more quickly & easily

• Orientation breakdown: – Organization specific information

• 10,000 foot view of the company

– Site-specific information• How does my facility fit into the scope of the organization?

– Department-specific information• How does my team impact the scope of the facility & organization?

– Job-specific information• How will I impact my team, facility, and organization?

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Knowledge vs. Skill

• Knowledge: – Information that a new hire must have to be successful

• Skill: – Ability that a new hire must have to be successful

• How to train for each:– Knowledge is taught using information transfer (application is key)– Skill is taught using Job Instruction (JI)

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Operational Talent Development Model

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Basic

Process

Critical

• Basic Information & fundamental skills needed to perform a job

• The “Job” (knowledge & skill needed to do what an employee was hired for)

• Specialized knowledge & difficult skills

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Apply Job Instruction (JI)

• Step 1 – Prepare the Worker– Put the person at ease– State the job– Find out what the person already knows– Get the person interested in learning the job– Place the person in the correct position

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Stage 1: Organizational Level

• Who We Are?– Company Culture– Operational/Guiding Principles– Organizational Structure

• Standardized across the organization• 100% knowledge (application is critical!)

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Stage 2: Facility Level

• What We Do?– Company policies & procedures– Learning the “Language”– Overview of the business/operation– Plant Tour

• Standardized for Each Facility • 75% Knowledge/25% Skill

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Stage 3: Department Level

• What Does My Team Do?– Team Building/Integration– Job Shadowing/Observation– Terms & Unit Components

• Standardized for Each Department• 50% Knowledge/50% Skill

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Stage 4: Job Level

• What Does My Team Do?– Team Building/Integration– Job Shadowing/Observation– Terms & Unit Components

• Standardized for Each Job• 25% Knowledge/75% Skill

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Orientation & On-Boarding• Orientation is the starting point of the journey

• On-boarding is the road map to get you to the final destination

• Use a probationary period/training period to validate someone’s acclimation into the organization & team

• Establish a base-line for assessing new hires’ assimilation of information & application of skill to their jobs – Develop key performance indicators (KPI) & assess competency to the standardized processes

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Measuring Engagement & Effectiveness

Dr. Donald Kirkpatrick’s Learning Evaluation Model

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• Level 1: Reaction– Feelings/Opinions

• Level 2: Learning– Comprehension

• Level 3: Behavior– Application

• Level 4: Results– Impact

Measuring Engagement & Effectiveness

Dr. Donald Kirkpatrick’s Learning Evaluation Model

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• Level 1: Reaction– Feelings/Opinions

• Level 2: Learning– Comprehension

• Level 3: Behavior– Application

• Level 4: Results– Impact

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Evaluation Guide - Key Points

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• Evaluation at the higher levels (3 & 4) will take more resources to track– Be selective in determining your level 3 & 4 assessments

– Take a longer time to track (probationary/training period)

• Evaluation at the lower levels (1 & 2) are more easily managed– Feedback (Level 1) whether formal or informal should be easy to track (95% goal)

– Understanding (Level 2) – ask questions & ask for demonstrated competency

• Clearly align the orientation to prevent problems from arising later on– Make sure what you are covering in orientation is meaningful & value-added

QUESTIONS?

Denny HallTalent Development/TWI Trainer

(731) 234-2623twiconsultant@gmail.com

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