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Happy to Be HereNow What?
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Success Factors for Employee On-Boarding
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What is Onboarding?
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Onboarding Defined
Onboarding is the process of integratingemployees into their new work environment. It isthe last stage of the recruitment process, goes
beyond the orientation process and is the firststeps toward retention.
Onboarding focuses on the following:
a strong employer welcome,
affirmation of the employees right choice in a job,
affirmation that the employee fits into the cabinet,and
long-term relationship building.
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Onboard v Orientation:Event vs. On-going process
TYPICAL ORIENTATION ONBOARDING
Transactional focus and goals Strategic focus and goals
Less than one week Includes first year
Owned and executed by humanresources office
Integrates multiple offices,functions and individuals
Addresses some new employeeneeds
Addresses all new employee needs from information, equipmentand accounts to training andnetworking
Employee attends Employee is active participant withvested interest in success
Yields new hires with completedpaperwork and some generalinformation
Yields successful first year for newemployees maximizesemployee engagement and
retention
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Memorable Moments:
Think back:
To your most successful onboarding
experience what made itsuccessful?
To your most unsuccessfulonboarding experience whatmade it unsuccessful?
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Personnel Cabinet Who We Are
Leadership & Strategic Direction
Defining CultureAligning & Engaging Employees
Coaching & Teams
**We must know who we truly are / do before helpingothers to know the same!
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Successfully Onboarding
How many of youHow many of you
believe that you on-
board new employees?
believe that your on-boarding is fully alignedwith Cabinet goals and
objectives?
see opportunities forimprovement?
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Derek Moscato, HRMagazine,
April 2005
Companies that can reduce theon-boarding time will findthemselves at a competitiveadvantage because employees
will reach full productivity sooner,will have higher morale and will bemore likely to stay on the job.
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On-boarding Impacts ROI
Research conducted by theRecruiting Roundtable in 2005revealed that effective onboardingprograms can improve employeeperformance by 11.5%
Key onboarding activities consist
of
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Employee lifecycle
understanding the employeelifecycle:
Understanding our role as a leader through this process
But.
Forecast &Find Talent
Onboard ManageTalent
Transition
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On-boarding Impacts ROI
The cost of losing an employee in the first year is estimatedto be at least three times the salary ~ The Wynhurst Group
New employees who went through a structured on-boardingprogram were 58% more likely to be with the organizationafter three years ~The Wynhurst Group
22% of staff turnover occurs in the first 45 days ofemployment~ The Wynhurst Group
46% ofrookies wash out in their first 18 months found a
study of 20,000 hew hired employees ~ Leadership IQ
Many companies leave executive on-boarding to chance andas a result experience failure rates in excess of 50% when itcomes to retaining new executive talent~Egon Zehnder
International 2007
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Impact on Emotional ROI?
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The Challenge of the NewJob
To find a parking spot, (routine)
To make a good impression
To be affirmed - they chose a good place:(Company and Culture information)
Manager Information w
ho do I work for? CanI trust? How will I be treated when I make a
mistake?
Whats my job? How can I use my talents to besuccessful?
Employee Needs - all over the map:
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The 4 levels of On-boarding
The Job
The Fit
The Affirmation
The Basics
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Level 1 The Basics
Welcome Wagon
Satisfies HR / Legal Needs
Benefits enrollment/paperwork
Overview of the organizational chart
Mission, Vision, Values
what the we do overview
Computer / KHRIS / Cabinettraining
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Level 2: The Affirmation
A fun experience
Exposure to executives
The tour was great Good first impressions
Introduction to others/network
building Introduction to culture /
environment
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Level 3: The Fit
Mission/vision/values overview wheredo I fit?
Learning Maps understanding your role/ responsibilityAt the business levelAt the cabinet levelAt the state level
Model the culture you aspire to
Clarify work conditions/unspoken rules of the road Job specific & function
specific info
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Level 4: The Job
Put managers & employees at thecenter
Goal & strategy alignment Build the foundation for essential
relationship
Seek ways to shorten t
he learningcurve
Expand your reach redeploymentand beyond
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Three Groups must beinvolved!
The manager
The Cabinet
The employee
Employee
Manager Cabinet
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The Line Manager
Drives the process
Builds the relationship
Focuses on dialogue
Shares priorities and expectations early inthe process
The critical role in integrating direct reports!
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The Line Manager
Examples
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The Employee
Takes responsibility
Seeks clarity
Takes action
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The Employee
Examples:
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Manager-EmployeeRelationship
How are we going to work together?
My style, your style
Background, common ground
Both seeking a flawless start-up
What do we really expect from eachother?
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The Cabinet
Onboard Overview how is it defined?What does it look like? How does it work?
How do we tie in the Big Questions?
Identify Responsibilities
Identify Key Information to Disseminate
Promote Accountability
Examine communication exchange
Encourage ongoing dialogue at all levels
Continually assessing the On-BoardingApproach
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Review of Cabinet OnboardProcess: What does it look like?
CabinetRoll-OutPlan Starts with recruiting
Job descriptions
Responding to candidate questions
First DayWelcome letter
Email & welcome from Secretary
Email & welcome from Agency
Orientation
The Day After
W
eve only just begun
vis
ual
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Align to mission and vision Connect to culture, strategic goals and priorities Integrate across process owners Apply to all employees
+ PROCESS OWNERS + PROCESSS CHAMPIONS + EMPLOYEE
PRINCIPLES
ROLES
PROCESS PHASES AND KEY ACTIVITES
Before First Day First Day / Orientation First Week First 90 Days First Year
Extend personal welcome
to employeeCommunicate first day
logistics to employee
Send paperwork in
advance and / or online
portal access
Prepare for employee
(checklists, inform
team,)
Focus on sharing the
mission vision and valuesIncorporate executive
leadership
Orient employee to
organization and office
norms
Introduce employee
mentor
Meet immediate
requirements foremployment
Ensure direct
managerial developmentSet performance
expectations and job
scope
Assign meaningful work
Communicate resources
or networks required for
work
Provide essential training
Monitor performance andprovide feedback
Obtain feedback through
new hire survey / cabinet
surveys and other means
Create employee
development plan
Recognize positive
employee contributionsProvide formal and
informal feedback on
performance
Reinforce employee
development plan
OUTCOMES
High employee job satisfaction level Retention of high-per forming employees Continued employee engagement and commitment Faster time-to-productivity
Getting On Board: A Model for Integrating and Engaging New Employees. Partnership for Public Service. Booz Allen Hamilton. May 2008
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Leadership Quotes
http://video.google.com/videosearch?q=famous+leadership+quotes&www_google_domain=www.google.com&hl=en&emb=0&aq=1&oq=famous+l
ea#q=leadership%20quotes&hl=en&emb=0
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Questions?
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Thank You!Thank You!
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