Onboarding: A Strategic Partner Model for Bringing About Cultural Change

Transcription

1 Onboarding: A Strategic Partner Model for Bringing About Cultural Change Sponsored by March 19, 2019

2 Presenter Christiane (Chrissy) Harrison Onboarding Manager, Department of Human Resources University of Colorado Boulder

3 Affect Cultural Change through Onboarding Implementing a comprehensive onboarding model that includes all levels of the organization can: Position HR as a strategic partner Positively affect organizational culture Help the institution achieve initiatives as aligned with the mission and vision of the institution

4 Onboarding Defined Onboarding is the process by which new employees become fully integrated members of the organization Reference: Stein & Christiansen (2010) Successful Onboarding

5 Purpose of Onboarding To help new employees reach higher levels of productivity, faster Reference: Stein & Christiansen (2010) Successful Onboarding

6 POLL QUESTION How long does onboarding last? A. 1 Week B. 30 days C. 90 days D. 1 year

7 Offer to Anniversary Onboarding begins at the time of offer and continues through the first year of employment Reference: Stein & Christiansen (2010) Successful Onboarding

8 Onboarding At the end, employee is fully integrated Overarching Process Onboarding spans the first year of employment Orientation At the end, employee is still new Sub-set of Onboarding Event or series of events Orientation sessions; introduction to the unit, team, job Adapted from: The Difference Between Orientation and Onboarding and Why Organizations Can t Afford Not to Onboard Hampel, B. & Lamont, Set-up At the end, employee is still new Sub-set of Onboarding Tasks and Action Items Direct Deposit, W-4, I-9, Benefits Enrollment, , Phone, Desk, Supplies

9 Why Onboarding? Employee Turnover is Costly 30-50% of the annual salary of entry level employees 150% of middle level employees up to 400% for specialized, high level employees Source: Bauer, Talya N., Ph.D. (2004). Onboarding New Employees: Maximizing Success. SHRM Foundation Publication, 6.

10 Why Onboarding? Turnover Timing National Averages in Corporate Sector Half of hourly workers will leave within the first 120 days Half of senior outside hires will leave within 18 months Source: Maier, G., & Brunstein, J.C. (2001). The role of personal work goals in newcomers job satisfaction and organizational commitment: A longitudinal analysis. Journal of Applied Psychology, 86 as cited by Bauer, Talya N., Ph.D. (2004). Onboarding New Employees: Maximizing Success. SHRM Foundation Publication, 6.

11 Source: Bauer, Talya N., Ph.D. (2004). Onboarding New Employees: Maximizing Success. SHRM Foundation Publication, 6. Why Onboarding? The decision to leave is usually made in the first 90 days New Hire Remorse Tentative Commitment to New Job

12 Onboarding Outcomes Faster time-to-productivity Increased employee retention Higher levels of job satisfaction Lowered stress Helps the new hire confirm their decision to accept the job offer Source: Bauer, Talya N., Ph.D. (2004). Onboarding New Employees: Maximizing Success. SHRM Foundation Publication, 6.

13 Affecting Cultural Change Through the strategic implementation of a comprehensive onboarding model at CU Boulder, cultural change is being affected

14 Comprehensive Model Integration Orientation Activation CU Boulder s Three-Tiered Model

15 Onboarding Philosophy The research of Lilith Christiansen and Mark Stein has influenced our campus onboarding program which encompasses the entire first year of employment. Onboarding is a process, not an event Reference: Stein & Christiansen (2010) Successful Onboarding

16 Onboarding Philosophy: Four Pillars Onboarding Cultural Mastery Interpersonal Network Development Early Career Support Strategy Immersion & Direction Reference: Stein & Christiansen (2010) Successful Onboarding

17 Onboarding Philosophy: Four Phases Prepare Orient Integrate Excel Offer Acceptance Close of First Year Reference: Stein & Christiansen (2010) Successful

18 Onboarding Program Considerations Sponsorship from campus leaders Research into Best Practices Campus Needs Assessment Provide Onboarding Tools and Resources Learning Opportunities for New Employees

19 POLL QUESTION What is your level of readiness to strategically partner with your institution through an onboarding initiative? A. Considering the Concept B. In the Development Stages C. Currently Improving our Program D. Successfully partnering with our institution/college/department

20 About CU Boulder Major employer in Boulder County 31,861+ Undergraduate and Graduate students 300+ Departments Decentralized HR 2,150 Academic Faculty 2,055 Research Faculty 800+ Visiting Scholars from 61 Countries 4,000+ Administrative Staff No Automated Onboarding Platform

21 Organizational Culture Shift Top-down and Bottom-up Shared responsibility for onboarding occurs at all levels of the institution

22 Affecting Cultural Change: Steps for Program Implementation 1. Research Best Practices 2. Campus Needs Assessment 3. Sponsorship from Campus Leaders 4. Program Design 5. Program Launch 6. Ongoing Improvement

23 1. Research Best Practices Literature Review Benchmark to Peer Institutions Interview other Institutions Historical Practices at home Institution

24 2. Campus Needs Assessment CU Boulder s Results Qualitative Focus Groups Interviews Quantitative Surveys Data Queries Supervisors lacked understanding of what is expected of them when onboarding new employees Campus needed tools and resources New employees felt disconnected from the campus culture, mission, and vision

25 3. Sponsorship from Campus Leaders Critical to program success Alignment with campus vision and mission Supports campus strategic imperatives: Shape Tomorrow s Leaders Be the Top University for Innovation Positively Impact Humanity

26 4. Program Design Components of CU Boulder s Model A. New Employee s Experience B. Hiring Manager s Experience C. Tools and Resources for departments D. Strategic Communications E. Technology

27 A. New Employee s Experience New Employee Welcome Experience (Orientation) Full-Day Campus Tour & learning event History, values, traditions, Initiatives, governance & organizational structure Campus architecture and layout Perks and programs for employees CU Discover Series Monthly lunch and learn sessions In-depth introduction to campus operations and initiatives

28 A: New Employee s Experience Help employees understand where they work demystify it!

29 A. New Employee s Experience Web-based resources Toolkit: checklists, guides, information Central hub for new employee information Targeted Communications Pre-start welcome message Drip campaign with s at Day 1, 30, 60, 90, 180, 360 Just-in-time information

30 B: Hiring Manager s Experience Web-based resources Onboarding Toolkit checklists, templates Campus onboarding philosophy Best Practices guidance Hiring Managers receive the onboarding toolkit via with every new hire

31 B: Hiring Manager s Experience In-Person Guidance Training Courses: Employee Management & Compliance Essentials The Highly Effective Manager Consultation Services 1:1 Guidance for supervisors as needed Group Workshops for departments Informational Briefings

32 C: Tools & Resources for Departments Consultation Services College, division, department-specific onboarding procedures, processes and programs College or divisional orientation program development

33 C: Tools & Resources for Departments Resources for HR Liaisons & Administrative Support Personnel Web-based resources Quarterly meetings Informational briefings Just-in-time communications

34 D: Strategic Communications Onboarding Communications Campus news campaigns Informational briefings Web content Talking points Just-in-time messages

35 E: Technology Technology to Support Onboarding Self-service portal for: W-4, Direct Deposit, I-9, Benefits Enrollment Web checklists Automated s Timely provisioning of credentials Online learning platform

36 Affecting Cultural Change: Steps for Program Implementation 1. Research Best Practices 2. Campus Needs Assessment 3. Sponsorship from Campus Leaders 4. Program Design 5. Program Launch 6. Ongoing Improvement

37 5. Program Launch Following change-management best-practices: Begin with pilot Make adjustments Communicate, Communicate, Communicate Full-scale launch!

38 6. Ongoing Improvement Program Evaluation Surveys Participation numbers Web and communications analytics Consultation hours Metrics Turnover/retention rates Promotion rates Make adjustments as you continue program

39 AUDIENCE QUESTION What are some steps you can take to move to improve your institution s onboarding efforts? Please share one or two ideas in your chat box

40 HR as Strategic Partner Affecting Cultural Change Top-down Increased Employee engagement Retention Productivity Ability to achieve institutional goals Bottom-up

41 Strategic Partner Model for Onboarding Implementing a comprehensive onboarding model that includes all levels of the organization can: Position HR as a strategic partner Positively affect organizational culture Help the institution achieve initiatives as aligned with its mission and vision

42 Ask Us Anything: Onboarding What: Facilitated online discussion about onboarding When: March Where: The General Discussion Community in CUPA-HR Connect Why: Crowdsource awesome ideas for onboarding new faculty and staff

43 Q & A Thank You Christiane (Chrissy) Harrison Chrissy.Harrison@Colorado.edu NewAtCU@Colorado.edu

44 References: Bauer, Talya N., Ph.D. (2004). Onboarding New Employees: Maximizing Success. SHRM Foundation Publication, 6. Cameron KS, Freeman SJ. Cultural congruence, strength, and type: relationships to effectiveness. In: Woodman RW, Pasmore WA, editors. Research in organizational change and development, vol. 5. Greenwich (CT): JAI Press; p Gregory, B. T., Harris, S. G., Armenakis, A. A., & Shook, C. L. (2009). Organizational culture and effectiveness: A study of values, attitudes, and organizational outcomes. Journal of Business Research, 62(7), Ott, J.S. & A. Baksh. "Understanding Organizational Climate and Culture." pp in S. E. Condrey, Ed., Handbook of Human Resource Management in Government, 3rd, ed. San Francisco: Jossey-Bass. Published, 06/2011. Schein EH. Organizational culture and leadership. San Francisco: Josey-Bass; Stein, M., & Christiansen, L. (2010). Successful onboarding: strategies to unlock hidden value in the organization. New York: McGraw-Hill Professional.

45 Thank You! Onboarding: A Strategic Partner Model for Bringing About Cultural Change March 19, 2019 Sponsored by