Onboarding. The On-Ramp to Employee Success. Katherine Jones, VP, HCM Technology Research Bersin by Deloitte Deloitte Consulting LLC January 13, 2015

Transcription

1 Onboarding The On-Ramp to Employee Success Katherine Jones, VP, HCM Technology Research Bersin by Deloitte Deloitte Consulting LLC January 13, 2015

2 Katherine Jones, Ph.D. Vice President, HCM Technology Research Bersin by Deloitte Deloitte Consulting LLP

3 Agenda The issues we face Why doing it right matters From Orientation to Onboarding Technology capabilities that address onboarding Summary 2 \

4 Key Questions that Surround Onboarding When does onboarding begin? Old School: begins when the new employee reported for his/her first day of work and then ended with the completion of formal orientation activities. Today: begins immediately upon acceptance of a job offer, and continues enhancing the entire employee lifecycle. How long does onboarding last? Bersin Research: a high percentage of today s companies extend onboarding beyond the first six months of employment. these companies integrate their onboarding process with the recruitment, development and retention stages of the employee lifecycle 3 \

5 The Issues We Face

6 Never will a new hire feel as excited about a company as when he or she accepts the offer. I got the offer!!!! 5 \

7 The cost of losing an employee in the Just the facts first year is at least 3X that employee s salary. 50% failure rate in retaining executives 6 \ Source: Help New Hires Succeed: Beat the Statistics, SHRM Presentation by The Wynhurst Group, April 2007,

8 What Makes Good Onboarding so Hard? The workforce is distributed -- globally The workforce is multigenerational workforce Virtual workers Engaging new hires Retaining those new hires Cost containment

9 Onboarding a Global Workforce The Challenge Multiple continents, time zones, geographies, employee types The Requirement Consistency Accuracy Completeness Welcoming messaging 8 \

10 Multigenerational Workforce For the first time in modern history, workplace demographics now span several generations By 2014, Millennials are expected to comprise 36% of the U.S. workforce, and by 2020, Millennials will be nearly half of all workers Different priorities, attitudes, and work styles with each generation 9 \ Source: Larissa Faw, How millennials are redefining their careers as hustlers, Forbes, July 19, 2012,

11 Virtual Workers Home office challenges in onboarding: Cultural assimilation Team building Job-specific training 10 \

12 Retaining New Hires Getting off to a good start Learning the ropes One-fourth of new hires leave the job within the first year Average replacement cost: $10,731 for each lost employee Source: Stacia Argoudelis, Op Cit \

13 Cost-Containment High repetitive cost of inperson training Proliferation of nonstandardized programs Inconsistency of quality Often ineffective 12 \

14 From Orientation to Onboarding

15 How does Onboarding differ from New Hire Orientation? Old School: a basic introduction to the company and orientation to policies and procedures. Forms, forms and more forms Today: Strategic Onboarding -- a different set of activities, extended time commitments, advanced technologies, and clear ownership of the onboarding process itself. 14 \

16 Engaging New Hires The Twilight Zone: The critical period between when the person accepts an offer and the day he/she actually begins work Tending the Garden Continue to engage and communicate with the candidate throughout the period leading up to the first day on the job 15 \

17 Where Technology Fits Outfitting Compliance completion and tracking Enculturation The People Part Physical outfitting of the employee (e.g., computers, phones, office, supplies, security badges, etc.) Collection of data for compliance reasons (e.g., proof of ability to work in the country) Introduction of the new worker to the culture, procedures, work expectations and processes of the new employer Meet the team, the buddy, the mentor See the executives See the space What do they do for fun? 16 \

18 Technology capabilities that can help For Managers

19 Source: IBM Kenexa \ 1. Remind manager of new hire start date 2. Provide First Day Information to the manager 3. Provide specific tasks for each new hire depending on position

20 19 \

21 1. Buddy assignment a. Notify new hire b. Notify the buddy! Source: SAP SuccessFactors \

22 Technology capabilities that can help For New Hires

23 Source: Workday \ 1. Welcome 2. Checklist of actions 3. Benefits overview 4. Values overview 5. Teams and clubs 6. Feedback

24 1. First day action items 2. Messages 3. Pay 4. Work schedule for the week 5. Perks 23 \ Source: ADP

25 Beyond the Portal: Virtual Onboarding Defined New hire programs delivered over the web Complement or replace in-person new hire onboarding Provides consistent, standardized new hire messaging and content delivered anywhere across the globe and on any device. Eases assimilation into the corporate culture Enables organizations to begin the onboarding process with a new hire s offer letter and continue it for the employee s first year (or more) in the organization 24 \

26 Virtual Onboarding: An Example Source: On \

27 Onboarding Moves Seamlessly to Learning Source: On \

28 Technical Pragmatics

29 Onboarding Programs Considerations Program Brand program / customize for various levels & roles. Align onboarding to performance management set goals quickly and assess performance 30/60/90 days in can be informal. Let your technology work for you. Before the First Day Get recruiters involved in outreach post-acceptance. Assign a friend/buddy/ onboarding mentor Start with early socialization to values, leadership and culture. Mind the Gap, which is the time between offer acceptance and start date Shift to Strategic Activities become strategic, performance driven and experiential Align activities with business goals and build a new hire experience that creates a lasting impression and strengthens employer brand 28 \

30 The Value Proposition of Strategic Onboarding Reduces time-to-competency Can reduce the cost of reiterative orientation may reduce the high costs of travel, lodging, and nonproductive time away from the job Maintains compliance more readily Onboarding done well has the potential to reduce employee attrition, and thus further contain costs 29 \

31 A Word on Onboarding Measurement.. 30 \

32 In Summary: The Business Value of Good Onboarding Enables Provides new a hires global to onboarding quickly, effectively, platform which and is confidently flexible and assimilate customized company to a wide culture range of and language become and cultural engaged requirements. employees. Provides Allows a easy global access onboarding to learning platform resources, which is flexible collaboration and customized opportunities, to and a wide links range to co-oworkers language around and the cultural world. requirements. Allows Enables easy new access hires to to quickly, learning effectively, resources, and collaboration confidently assimilate opportunities, company and culture links to and coworkers engaged around employees. the become world. 31 \

33 The Onboarding Experience 32 \

34 Thank You! LinkedIn: DrKatherineJones Twitter : Katherine_Jones Blog at Technology for Talent Kathjones@deloitte.com

35 About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee ( DTTL ), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as Deloitte Global ) does not provide services to clients. Please see for a detailed description of DTTL and its member firms. Please see for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. 36 USC Member of Deloitte Touche Tohmatsu Limited