Presentation Transcript

1. LUNCH & LEARN PRESENTER: Shirley A. Schultz, SPHR 210.479.3444 sschultz@provenirUSA.com www.provenirUSA.com

2. January Lunch & Learn:ONBOARDING YOUR TEAMFOR ENGAGEMENT & RETENTION

   Lunch & Learn Series 2014
3. Purpose and Ground Rules To provide an overview on successfully onboarding, engaging and retaining your talent. We are not here to provide legal advice. We do welcome your questions but each company is unique and suggest you address questions to the lawyer of your choice about your specific situation.
4. General Outline Business Case for Onboarding Elevating Onboarding Roles & Responsibilities Mentoring and Buddy Systems Turnover/Retention Question & Answer

5. BUSINESS CASE FOR ONBOARDING

6. Understanding the Challenges of Integrating New Talent The cost of attracting talent is approximately 30% of a new hire’s salary Based on research across industries there appears to be a 13% attrition of new hires in the first year of employment, some great employees
7. Economics of Onboarding Regrettable attrition are those great employees that you can’t afford and don’t want to lose. Non-regrettable employees are those that are unproductive and probably a bad fit What if you could reduce your regrettable attrition significantly by creating a successful onboarding program? Recruiting costs Training costs
8. Economics Cont: Cost savings to the company by reducing attrition directly falls to the bottom line Effective onboarding directly relates to the productivity of all new hires Early engagement – productivity and message Greater knowledge transfer – existing employees Positive experience - consistency Organizational transformation Accountability – Roles and responsibilities Automation – less tedious

9. Elevating Onboarding

10. Early engagement = Enhanced Productivity New Hire Contribution = Capability + Context + Connectedness + Drive Capability – Combination of intelligence and skill & capacity to improve these traits Context – Understanding of organization, business, industry etc. – very important Connectedness – Internal and external relationships Drive – Level of pursuit of excellence
11. Greater Knowledge Transfer Before they start Send them information about the company Make them feel welcome - informed Connect them with a buddy or someone that can positively represent the company that will be there for them to answer basic questions during the crucial 1st weeks Have them fill out paperwork before they come 1st Day Don’t overload them Make it engaging – involve many diverse areas Make sure they interact with key players – CEO/Doctors etc. – help them learn company and culture/industry
12. Greater Knowledge Transfer (Cont.) 1st Month Continue to reinforce key components and training about the job Make sure they meet and engage with as many key members of the company or practice Make sure that the employee’s questions and concerns are being addressed 3 Months Critical time of employee engagement Determine fit, ability to learn, are they engaged or disengaged Review mutual goals and expectations Set the tone and expectations for the remainder of the year
13. Greater Knowledge Transfer (Cont.) First Year Make sure that all information has been shared and that the organization is addressing the employee’s questions and concerns Celebrate all contributions and successes Communicate any changes or goals for the coming year Re-engage, creates bonds, loyalty
14. Sample Checklist of Items The scope will vary from organization to organization Company profile Mission, vision, values Organizational culture Organizational chart (if you have one) Directory Tour of facility
15. Sample Checklist of Items (Cont.) Legal and policy I-9 form Personal information sheet Tax withholding Benefits enrollment Policies (anti-harassment, nondiscrimination, email, dress code or employee handbook) Employment at will Non-competition agreement Security information
16. Sample Checklist of Items (Cont.) Work Group Meeting with supervisor Meeting with co-workers Work expectations or standards Tools and supplies (business cards, email account, keys, etc.) “How we do things” (informal issues for ensuring success) Cross-departmental communications issues Etiquette issues (eating at your desk, answering phones, personal items at work, etc.)

17. ROLES AND RESPONSIBILITIES

18. Onboarding Responsibilities Human Resources or Designee Paperwork – Do as much before start and review 1st day Organizational chart and history of the company Tour of the office Introduction of other employees, buddy or mentor Training (Training department, supervisor, peer, or HR) Delivery of Onboarding program/plan Organizational culture Goals and Objectives
19. Onboarding Responsibilities (Cont.) Supervisor or designee Duties and responsibilities Standards and expectations Introduction to fellow team members Review of other team members’ roles and relationships within the company or department Co-workers How the group works as a team How to get things done How to request resources/equipment
20. Onboarding Responsibilities (Cont.) Executive team Mission, vision, values Strategic goals and objectives of the company High level review of roles and responsibilities Description of organizational culture Mentor/Buddy Introductions to fellow team members and others within the company Review of informal rules and policies Acceptable standards of etiquette Day to day questions
21. Onboarding Responsibilities (Cont.) Tailoring Onboarding All employees need some sort of onboarding process Conveys rules, policies, responsibilities and guidelines Process may be modified to meet the needs of various employees Create a basic plan for all employees and modify agenda for different employees
22. Mentoring and Buddy Systems Mentoring/Buddy (formal or informal) Offers new employee a connection to someone not a supervisor to the new employee or in an official capacity (HR) May be responsible for mundane tasks and directions Involved in helping employee understand nuances of an organization (personalities/hot buttons) or how to get things done from management Mentors/buddies can be teamed with the new employee for the entire onboarding process up to a year Make sure to match personalities and experience to the new employee Relationships are the connection to the organization
23. Mentoring and Buddy Systems(Cont.) HR or designee should periodically check in with the mentor/buddy to make sure it is a good pairing The mentor/buddy may be the 1st to notice a lack of engagement for the new employee
24. Turnover/Retention Turnover/retention rates No matter how big or small the company, you should track your turnover to analyze your retention strategies Track the point at which most new employees tend to exit the organization Conduct in-depth exit interviews to determine the cause (promises made and not kept) Rate your onboarding program (ask new employees to rate their experience) Try to find out what you can improve Find out if any misinformation was given to the new employee
25. Turnover/Retention (Cont.) Benefits of retention of good employees Breadth of knowledge of organization Breadth of knowledge of clients/patients Internal ambassador Internal training resource Efficiency cost Continuity Cost to replace

26. Question & Answer