On Boarding

ONBOARDING

Fully Engage

d &

Productive

Supports Career

Progression

Improves

Retention

BuildsLoyalty

ComfortableIn Work

Environment

Feels Valued

ReaffirmsEmployment

Decision

NewEmployee

ON-BOARDING

InductionThe initial week of the employee

at the organization .

Pre-boardingBegins when the

job offer is extended &

accepted till the time employee

joins the organization

On-BoardingContinues until the employee is fully functioning

& productive. May last up to

12 months.

PURPOSE

The top pressures to implement a formalized and automated on boarding process include:• Improving time to productivity• Improving retention rates• Improving customer satisfaction

Source: Aberdeen Group, 2006

PROCESS

Selection to the day of joining (Pre-joining)

Induction program

(day1-day5)

Sales stint(up to ~ 3 months)

Functional stint(up to ~ 6 months)

On-going employee

development

•To make improvements in the future program•To demonstrate its impact and build a culture of data driven decision making•To gauge employee engagement•Interrelation to all HR functions

WHY MEASURE ON-BOARDING SUCCESS??

MEASUREMENT AT ALL MILESTONES

1 Pre-joining

Area Pre joining Activity Description Timeline Responsi-bility

Communication and

Socialization

Welcome email / phone call

Send the welcome email / a phone call for thanking the employee for the acceptance of

the offerImmediately after

acceptence of offer HR

Point of contact Provide employee with a point of contact and encourage him to ask questions

Immediately after acceptance of offer HR

Create a forum (Facebook / google

group) for all the campus hires

This will help the employee socialize with the other new hires

Immediately after acceptance of offer HR

Send festival greeting emails

This will help in building a positive image about the organization HR

Monthly News letters New joinee will be up to date with the events at the company HR

Select a buddy who will guide the employee and

discuss his responsibilities

Buddy helps the new hire understand the processes at work and the culture. Buddy

acts as easily approachable source of information for a new hire

After finalization of location and department

HR

Provide the details of buddy to the employee

HR department provides the details of buddy to the employee

After Selection of buddy HR

Phone Call / Email before joining

HR will contact the candidate about timing, venue and dress code for the induction

1 week before joining HR

Area Pre joining Activity Description Timeline Responsi-bility

Work Area

Identify a workstation / Laptop /

phone / Extention 1 week before

joining Admin

Ensure email is set up 1 week before joining Admin / IT

Put requizition for access cards 1 week before

joining HR

Documentation / Administration

Administrative forms

Collect all administrative forms that are required to be filled / signed by

employee on the first day• Non Disclosure Agreement

• Nominees for PF• Insurance coverage form


Prepare a "Welcome KIT" to be given to the employee on the day

of joining

The kit will include –• Induction plan• Annual Report

• Organizational Structure• Employee Handbook CD

• Stationary kit• Water Bottle

• Employee Ext. No. list



Induction program

(day1-day5)



On-going employee

development

METRICS CALCULATION OBJECTIVE/ DESCRIPTION RESPONSI-BILITY

On boarding Survey

Number of options positively answered/ Number of options

negatively answered

Help in knowing whether all the deliverables are delivered in time to the

new hire or not.HR

Reputation of organization

brand as “employer of

choice”

Questionnaire;Ratio of offers accepted to

offers made

It is important to know why the employee chose to stay with you, even

when they are being courted by recruiters from other employers -

recruiters with exceptionally attractive inducements.

HR

Feedback from the buddy

Verbal Feedback ; Number of times the contact has taken place on phone,

email or any other medium of

communication

This helps to conclude how much new hire is interested in knowing about

organization and secondly to evaluate how well the new hire is communicated

with basic information.

Mentor/ Buddy

DEFINITION: It is process of bringing/introducing/familiarizing a new recruit into the organization.

OBJECTIVES• To put newcomer at ease and effectively

integrate him/her into the organization• To communicate the company’s culture,

values and policies• To clarify the business objectives,

structure and working arrangements• To encourage socialisation• To create a sense of belongingness and

secure early commitment• To make a new employee more rapidly

productive and proficient on job• To develop realistic job expectations,

positive attitudes and job satisfaction • To establish the organisation as preferred

employer• To lower staff turnover and therefore

lower recruitment and on-the-job training costs (both time and money)

0%

10%

20%

30%

40%

50%

60%

70%

0 0.5 1 1.5 2 2.5 3 3.5 4 4.5

Diastrous First Day

Executives report Poor Onboarding Program

Senior Managers Quitting within 18 months -poor Induction

Executives Quitting within 18 months -poor Induction

Welcome

Learn

Participate

Explore

Feedback

IMPORTANCE

ENGAGING COMPONENTS OF INDUCTION

PROGRAM

2 INDUCTION

Connection

Culture

Compliance

Clarification

Success of Induction

Short Term Success

Self Efficacy

Role Clarity

Social integration

Knowledge of culture

Long Term Success

Higher job satisfaction

Organizational commitment

Lower turnover

Higher performance

levels

EMPLOYEE FEEDBACK

ROI-Increased profits Increased retention Increased health and Safety Records

4Cs: Building Block of Induction

Flowchart

Feedback Form

PREREQUISITES• Thorough acceptance and support of the different role-players for the planned

orientation framework• Consultation regarding concept and process with top and line management• Identifying a mentor (buddy) for new employees• Developing and making the orientation checklist available on the company web

portal• Arrange accommodation• Prepare a list of available people the new employee may contact with any

questions• Setting up a plant tour programme• Ensure that the location is clean and well equipped

Schedule


Induction program

(day1-day5)



On-going employee

development


Time to fill forms

Average time taken to fill forms; online checklist

To ensure employees do not face problem while filling forms. HR

Time to receiving tools

and equipments

Time to receive necessary tools, workplace etc;

online checklist

This process include assigning the work station, allocation of computer, phone,

email accounts, employment forms, schedule for training and etc.

Manager on the

floor(Admin, HR)

Employee Survey Questionnaire

To measure employee experience on the 5 day induction program, his awareness

about company policies, his roles etc.HR

Follow-up meetings of the new hire

with the mentor/buddy

Number of times mentor/buddy have interacted during induction; verbal

feedback from the mentor/buddy

This will give an indication about how the new employee is adjusting and if the

organization is delivering on what was promised and allow time for the

employee to discuss any concerns.

HR/ Mentor/ Buddy

3 TRAINING: SALES STINT, CROSS FUNCTIONAL STINT & otj

Area Activity Description Objective Timeline Responsi-bility Reviewed by

Sales Stint

Every Management Trainee will be given a sales

project

The sales project will be a Live project based on company's

requirement at that particular point of time. A project guide will be assigned to each MT for this

project.

The objective of this stint is to make all MTs aware

of the core function of the organisation

3 months Project Guide

HR/ Project Guide

Evaluation

Within Specialisation,

across verticals stint (For e.g.- An

MT specialising in

HR )

4 Live projects of 1.5 months each across 4 different verticals within

your own specialisation

For e.g.- Every MT specialising in HR will be doing 4 live projects

across different verticals like Talent acquisition & Retention, Learning & Development, Compensation and

Performance Management System. A project guide will be assigned to

each MT based on the verticals assigned to him/ her

As all the verticals are interlinked it is necessary for each MT to gain hands

on experience on each vertical to get a holistic

view of the specialisation

6 monthsHR /

Project guides

HR/ Project Guides

Evaluation

Within Vertical Stint

Job shadowing within the

assigned verticalJob shadowing will be done under

an assigned mentorTo gear him/ her up for

the road ahead by giving On -the- Job Training

3 months HR/ Mentor HR/ Mentor

Evaluation

On going programmes Activity Objective

Buddy Program

A buddy (with 6 months -2 yrs. Experience within the organisation) will be assigned to each MT right after the acceptance of offer

letter.

Buddy will help him/ her to get accustomed to the organisation's culture

Will guide when he/ she is stuck at any point of time

Will provide informal feedback regarding his/ her performance

Mentor Program

Assigning a project guide/ mentor for each project To guide throughout the project.

Mentor- Trainee lunch To enhance informal interaction between the trainee and the mentor

Employee Devlopment PlanA detailed plan describing the projects and activities MT will be working on throughout

the Onborading program

To provide an overview cum checklist of the activities MT will be expected to

perform throughout the program

Just Chill!A 4- 5 hours long informal interaction

session between all the mentors , buddies and MTs (at the end of 3 months)

To help all the MT's know each other, share their experiences and also to help them interact with the senior people of

the organization.

Welcome A department lunch to welcome all the MT's who join the department (at the end of 12

months)

To make the MT'S feel a part of the organization and also to welcome them as

a part of their department


Induction program

(day1-day5)



On-going employee

development

METRICS CALCULATION/ MODE OBJECTIVE/ DESCRIPTION RESPONSI-BILITY

Performance ratings

Performance evaluation by project guide or some

knowledge tests to be given by the new hire

Measures the performance of the new hire in the sales based project

Project Guide/ New

hire

New employee engagement

survey

Employee engagement & Employee satisfaction

surveys

High employee engagement scores indicates a successful on-boarding

programHR

Employee feedback

surveyQuestionnaire Measures employees reaction and

experience of the 3 months sales stint HR

Project Guide/ Mentor/

Buddy feedback

survey

Questionnaire Measures project guides reaction and experience of the 3 months sales stint HR


Induction program

(day1-day5)



On-going employee

development


Performance ratings

Performance evaluation by project guide or some

knowledge tests to be given by the new hire

Measures the performance of the new hire in the 6 months functional stint

Project Guide/ New

hire


survey

Employee engagement & Employee satisfaction

surveys

High employee engagement scores indicates a successful on-boarding

programHR

Self assessment

Self reported scores in the assessment

Individuals are asked to rate their performance in different functions and

their interest is taken into consideration New hire

Time to completion of on-boarding

tasks

Average time taken by the new hire to complete the various tasks (course, self

evaluations) of the on-boarding program

Measure the performance and engagement of the employee and thus

the efficiency of the on-boarding program

HR


Induction program

(day1-day5)



On-going employee

development

METRICS CALCULATION OBJECTIVE/ DESCRIPTION RESPONS-IBILITY

Time To Productivity

Average number of days for a new hire to reach productivity

objectivesAn effective on-boarding program helps to reduce inconsistencies in workflow,

management and productivity.Project Guide

First year retention rate

Number of new hires retained after 12 months/Number of

new hires joined

90% of the employees make a decision to stay in the company in the initial 6

monthsHR


Employee engagement & Employee satisfaction surveys

% increase in employee engagement scores year over year indicates a successful on-boarding program

HR

Employee upgrade rate

Performance management tools (% of employees receiving

a higher performance rating than the previous rating)

The measure looks at the degree to which employee performance is

improving over time. Project Guide/

HR

New-hire failure factor

No. of employees terminated within 12 months) / (Total number of terminations)

Determine how many new hires could not perform up to the expected level

and were terminated showing the inefficiency of on-boarding program

HR

THANK YOU!

On Boarding

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