So You've Got New Hires! Now What? (Mentoring for Onboarding)
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Transcript of So You've Got New Hires! Now What? (Mentoring for Onboarding)
So You’ve Got New Hires!
Now What?© Insala All Rights Reserved 2014
Agenda
Common Onboarding Challenges (And How Mentoring Can Assist)
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How Does Mentoring Support Onboarding?
How to Design an Onboarding Program Facilitated By Mentoring
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Case Study: Information Overload!
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State of the New Hire
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State of theNew Hire
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• 86% of new hires make their decision to leave or stay within the first 6 months. (Aberdeen Group)
• 89% of new hires say they do not have the optimum level of knowledge and tools necessary to do their job. (Aberdeen Group)
• Half of all hourly workers leave their new jobs within the first 120 days. (SHRM)
How Are New Hires Thinking?
• 16% of annual salary for jobs earning less than $30,000 per year
• 20% of annual salary for mid-range positions earning between $30,000 and $50,000 per year
• Up to 213% of annual salary for executive positions (Center for American Progress)
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What’s the Average Cost for Replacing a New Hire?
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New employees who attend a well-structured onboarding program are 69% more likely to stay with an organization after 3 years. (Korn Ferry)
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How DoesMentoring
SupportOnboarding?
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For the new hire, a mentor can:
• Start them off on the right foot and successfully integrate them
• Help increase the employee's self-confidence
• Identify and mentor on missing skills and impart knowledge and expertise
• Enhance professional development
For the mentor,
• The relationship can function as a two-way street, where the new hire may provide fresh ideas for the mentor
• Mentors may also receive positive recognition and reinforcement from their new hires as they become mentees
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For the organization, mentoring can:
• Provide new hires an understanding of the organization’s culture
• Engender employee loyalty
• Protect their investment in the recruiting process
• Improve new hire time to productivity
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Common
ChallengesOnboarding
(And How Mentoring Can Assist)
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1. Overloading new hires
2. Delays in offering onboarding
3. Timeframe is too short
4. No accountability or metrics
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CHALLENGE: Overloading new hires
SOLUTION: A mentor can support with the information overload ongoing
CHALLENGE: Delays in offering onboarding
SOLUTION: Mentoring can start immediately
CHALLENGE: Too short of a timeframe
SOLUTION: A mentoring relationship is 6 – 12 months
CHALLENGE: No metrics or accountability
SOLUTION: Formal mentoring programs can be measured
Case Study
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Case Study: Information Overload!
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New hires were receiving too much information at once during onboarding.
The company needed to share accurate and crucial information with new hires without overwhelming them
Case Study: Solution
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• Mentors were qualified to make sure they provided the best “first impression” of the organization
• The qualification criteria ensured that mentors had specific information to impart
• Two mentors were allocated each new hire – • A mentor for organizational culture focus• A mentor for a job-specific focus
• The purpose of the partnership – information sharing – was clearly communicated to new hires ahead of time
Case Study: Results
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• Decrease in complaints from managers
• Reduction in dollars spent on new hires
• Reduction in follow-up phone calls, emails and office visits to HR regarding new hire issues
• Reduction in new hire frustration
• Increase in new hire satisfaction with the onboarding program
How to Build an
Mentoring
Onboarding
Facilitated By
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Program
Identifymentors and their respective roles
Determinewhen to introduce
the mentor
Match participants based
on specific criteria
Provideonline information
and examples
Measurewhat youachieved
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Defineobjectives and
goals
How to Build an
Onboarding Program Facilitated By
Mentoring
Define Goals and Objectives
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Example Goals:
• Provide new employee guidance
• Increase retention of new hires
• Increase time to productivity and accelerate the learning curve
Identify Mentors and Their Respective Roles
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• Planning
• Providing guidance and assistance
• Giving evaluation and feedback
• Communicating
Match Participants Based on Specific Criteria
Organizational Culture Mentor• Number of years in organization• Business function• Location
Job/Skill Development Mentor• Career level• Business function• Skills/Competencies needed• Location
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Determine When to Introduce the Mentor
Organizational Culture Mentor – Introduce at the beginning of the onboarding process• Provide a warm, positive experience• Support from Day One• Not tied to formal training, can start the mentoring
partnership right away
Job/Skill Development Mentor – Introduce after formal training when starting the job• Reinforces learning after formal training• Provides guidance and support when on the job
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Provide Accessible Information and Examples
Why?
• Clarify their role as a mentee
• Help them learn about their mentor
• Make information about the process easy to find
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Measure What You Achieved
How should you measure the program?
• Feedback survey taken by mentoring participants
• Feedback from managers – how do they feel the mentee has developed?
• Learning Plan – what was planned vs. what was achieved
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Identifymentors and their respective roles
Determinewhen to introduce
the mentor
Match participants based
on specific criteria
Provideonline information
and examples
Measurewhat youachieved
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Defineobjectives and
goals
How to Build an
Onboarding Program Facilitated By
Mentoring
Final Thoughts
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1. Onboarding must focus on culture as well as on the job
2. The secret to successful onboarding is structure + reinforcement
3. The personal touch throughout onboarding is always the most effective
4. What you do now and how you do it will make the difference, one, three, and ten years down the line
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