Journey Mapping the New Hire Onboarding Experience

Transcription

1 Journey Mapping the New Hire Onboarding Experience Jayne Hitman Performance Strategist Business Development Manager Credit Union National Association

2 New Employee Onboarding, is the process or system that organizations use to introduce, train, integrate and coach new hires to the culture and methods of the company during their first year. Lynn Schleeter, Director of the Center for Sales Innovation The College of St. Catherine in Minneapolis, MN

3 Confused Orientation - paperwork and routine tasks Onboarding - comprehensive process that includes ongoing future development, learning and performance expectations.

4 Mission / Vision / Values Culture Assimilation Socialization Performance Standards and Expectations Resource Availability Skills needed to Excel in Job

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6 Benefits of a Strong Onboarding Program For the Employee Learn to Live Your Culture Build Relationships & Network Align expectations and career goals Feel Engaged & Valued Become familiar & comfortable with Job Role For the Credit Union Accelerate time to Perform Improve Retention Improve Member Loyalty Increase Organizational Pride Improve overall engagement Increase visibility of New Hires

7 Why Onboarding Programs FAIL No one owns the onboarding program Regarded as a checklist or Orientation paperwork Manager has little involvement or accountability Information covered is not coached to

8 Partnership: Training and Coaching Day 1 100% Day 30 13% Without OTJ reinforcement Lose 87% of insights in a month Training Alone 22% Training + Coaching 88% Productivity improves returns fourfold relative to training alone Source: CEB

9 Avoid Long lectures Reading to them from manuals Having them read manuals Too much too soon

10 Best Practices for Success Accountability Consistency Don t start day 1 with paperwork Involve leadership and management in the program Expand over 1 st year of employment Three Phase Plan Initial Onboarding Program Day Plan On-going Development Plan

11 Who are your Partners? HR Training Managers Supervisors Peer SME s

12 Strategic Objectives Cultural Engaged

13 Phase 1 (First days of 365) Welcome Your Culture Learning Expectations Vision - Mission - value Organizational Structure Service Goals Industry Knowledge Meet and Greet Who are our Members Product Categories Technology The Community we serve

14 Phase 2 (first 30 days of 365) Job related functions Job specific Policies Job specific Procedures How we Live - Vision Mission value Job specific Products Service Simulations Service Recovery Getting Comfortable with Member Conversations

15 30 Day Check in 1:1 Formal Engagement - Touch base on all learning objectives for the first 30-days Ask things like: Where are you excelling? Where do you need more Training? Do you have any complaints or concerns? What questions do you have?

16 Phase 3 (31 60 days of 365) Master skills from first 30 days Cross department functions Get comfortable Selling Dealing with challenging situations and Angry Members Role Clarity Making Referrals Next level Product knowledge Service Simulations

17 60 Day Check in 1:1 Formal Engagement - Review all Day plan items and agree on completion Ask things like: Where are you excelling? What development and training do you want or need? Have you identified a potential mentor? Do you have any complaints or concerns? What questions do you have?

18 Phase 4 (61 90 of 365) Master day Skills Next level responsibilities Role Clarity Comfort in Organization Master job functions Increased policy and procedures Knowledge Sales Simulations Uncovering Member Needs On-Line Classes Increased Product Knowledge

19 90 Day Check in 1:1 Formal Engagement - Review all 90 Day plan items and agree on completion Ask things like: What are you enjoying the most? What development and training do you want or need? Do you have any complaints or concerns? What questions do you have? Set Meeting to introduce Personal Development Plan within 2-weeks

20 Phase 5 (Ongoing through first year) Manager Individual Development Plan Regular feedback Effective Coaching Consistent Recognition Provide purpose Scheduled Check-in s Employee Engage in Team Activities Continue Learning Become a Mentor Community Involvement

21 George Bradt was quoted in Forbes stating, You get the employee engagement you deserve. If you don t engage with them, they won t engage with you This is particularly true at important moments of truth starting with how you onboard them.

22 Organizational Promise to your New Hires 1. We Promise to provide you with development opportunities to align with our Goals, Vision and Value. 2. We Promise to provide you the tools and resources you need to effectively do your job. 3. We Promise to provide frequent and transparent communication. 4. WE Promise to hold everyone accountable for our Performance Standards.

23 Jayne Hitman Performance Strategist