E L E V A T E Y O U R O N B O A R D I N G

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1 E L E V A T E Y O U R O N B O A R D I N G

2 Tips & Tricks Tweeting? Please use these and #TIwebinars Need support? US: ext 2 UK: ext 2

3 Training Industry Webinars Training Industry spotlights the latest news, articles, case studies and best practices within the training industry. Tweeting? Please use these and #TIwebinars Need support? US: ext 2 UK: ext 2

4 Speakers AllenComm CEO Ron Zamir CLO Michael Noble

5 AGENDA W h y O n b o a r d i n g? H o w D o W e D e f i n e O n b o a r d i n g? W h a t D o e s t h e R e s e a r c h Te l l U s? B e s t P r a c t i c e s a n d I n s i g h t s O u r A p p r o a c h

6 SURVEY QUESTIONS

7 SURVEY How would your new hires answer the question, how was your first month at the company? How do you rate your company s Onboarding process?

8 SURVEY Administrative Business Orientation Where does your company focus MOST of its onboarding efforts? Compliance Alignment of Expectations Key Stakeholder Meetings Cultural Integration 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% How long does your company onboard a new hire?

9 ONBOARDING

10 What is Onboarding? Onboarding is a process Orientation is an event the first step in the process Onboarding is the initial process of assimilating new employees into an organization. In many companies, it refers to completing documents, allocating space and resources, and providing mandatory training... onboarding is the process by which new hires are emotionally, physically and professionally integrated into the established culture and operations of their new employer.

11 W h a t d o e s H R t h i n k a b o u t a b o u t o n b o a r d i n g? 22% 28% 1% How HR Execs Rate Their Onboarding Highly successful Somewhat Successful Unsuccessful Not Program 49% Technology Can Save Onboarding from Itself, Keith Ferrazi, HBR, 5/25/2015

12 W h e r e H R e x e c u t i v e s s a y t h e i r c o m p a n i e s s p e n d t i m e o n b o a r d i n g 33% S T A K E H O L D E R M E E T I N G S 29% C U L T U R A L I N T E G R A T E 88% A D M I N I S T R A T I V E 86% B U S I N E S S O R I E N T A T I O N 52% A L I G N E X P E C T A T I O N S 85% C O M P L I A N C E & L E G A L Onboarding Isn t Enough, HBR, May-June 2017

13 W h i c h a c t i v i t i e s a r e c r i t i c a l t o i n c l u d e i n o n b o a r d i n g? H o w e f f e c t i v e a r e y o u a t a d m i n i s t e r i n g t h e s e a c t i v i t i e s? BENEFITS ENROLLMENT 81% 82% EMPLOYMENT PAPERWORK 80% 87% DIVERSITY POLICY ORIENTATION 48% 69% MENTORING/COACHING 35% 72% TRAINING 52% 84% ASSIMILATION 42% 88% POLICY/VALUES/MISSION ORIENTATION 57% 92% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Brandon Hall Group 2016 Onboarding Survey EFFECTIVE/VERY EFFECTIVE CRITICAL/IMPORTANT

14 THE VOLATILITY OF NEW HIRES AND COSTS OF LOSING THEM On average, 17% of new hires leave within 3 months 33% of new hires look for a new job within 6 months 23% turnover within one year Org costs of turnover range between 100% - 300% of employees salary Disparity between tenure of employees by age: for 18 yrs. thru 25 yrs. vs 3.8 for 26yrs thru 44yrs vs 10.1 for 45+yrs Technology Can Save Onboarding from Itself, Keith Ferrazi, HBR, 5/25/2015 Your New Hires Won t Succeed Unless You Onboard Them Properly,, HBR, 6/20/ Getting New Hires Up to Speed Quickly, MIT Sloan Mgmt Review, Winter 2005

15 What is the Potential Impact of Good Onboarding? Organizations with a standard onboarding process experience 54% greater new hire productivity and 50% greater retention. companies with more than moderately effective onboarding programs, 78% saw increases in revenue, 64% saw gains in KPIs and 54% saw significant gains in employee engagement metrics organizations perceive effective onboarding as improving retention rates (52%), time to productivity (60%) and overall customer satisfaction (53%). Employees experiencing a structured on-boarding program were 58% more likely to be with the organization after three years. Aberdeen Group. Onboarding benchmark report. From RAOnboarding_MT_ 3393.aspx

16 Time to Full Productivity for New Hires and Transfers Training Industry Quarterly 24 Months 2012 Workforce Mobility Survey 8-12 Months The First 90 Days 6.2 Months The First 90 Days, Proven Strategies for Getting Up to Speed Faster and Smarter, Michael Watkins

17 While skills and position competence play a role in a new executive s success or failure, research shows organizational culture and politics are the primary reasons for failure. The Reasons Why Executives Felt they Failed in a New Role Poor understanding of how organization functions Misfit with Culture Difficulty aligning with peers Lack of understanding with business model Ineffective decision making Disagreement over strategy Lack of experience or skill 0% 10% 20% 30% 40% 50% 60% 70% Onboarding Isn t Enough, HBR, May-June 2017

18 CASE STUDIES & INSIGHTS

19 SURVEY QUESTIONS

20 SURVEY In which areas does your company focus its onboarding efforts? Who currently is responsible for onboarding at your company?

21 C A S E S T U DY Family New Hire Program Process: Goal: Key Focuses: Key Benefits: 4 weeks of technical training and culture immersion Grow our culture, build a stronger team, and create lasting relationships throughout the entire company. Systems Training, WOW Customer Service, Empowerment and Team Building Clearly communicates and demonstrates the core values while highlighting the importance of service at Zappos. Extends the opportunity to assess the fit of employees Establishes interdepartmental collaboration and empathy.

22 C A S E S T U DY Process: Goals: A 6-month process that focuses on practical learning and cognitive apprenticeships so new hires can create a sense of connection between the employees. Focus onboarding at the business unit level, and increase time to productivity Key Process: Just In Time Alert. Reminder sent to managers the day before employees arrival. 1. Have a discussion about roles and responsibilities 2. Match the new hire with a peer buddy 3. Help the new hire build a social network 4. Set up onboarding check-ins once a month for the new hire s first six months 5. Encourage open dialogue Benefits: Increased onboarding success by 25% Makes managers action voluntary it s just a reminder, not an edict Team level onboarding is more successful than centralized

23 C L I E N T C A S E S T U DY A Leading Convenience Store Operator Process: Goals: 12+ Month Process: WBT, storyteller video & video modeling library; a coaching and activity guide; in-store activities deck; action planners, and performance measurement. Increase leadership culture, prepare & train future leaders, decrease employee turnover, and enrich the customer experience Key Focuses: Leadership & technical training for supervisors, and mentorship training for managers Key Benefits: Establish strong relationships between the customers and employees Ensure store operations by consistently maintaining the inventory and safety Facilitate a positive and productive employee experience by training employees to enrich the customer s experience. Cultivate leadership aptitudes on topics such as delegation, communication, and talent development.

24 C L I E N T C A S E S T U DY A Large Retail Company Process: Goal: Key Focus: Benefits: Twelve-Week transformation program that provides a mixture of individual, contextual, and social learning activities with rich media 1. Decrease the time required to reach proficiency in guest experience skills 2. Create consistent training approach across all locations 3. Provide easier method for managers to oversee the training Incorporate brand values into daily activities to leverage the power of the brand. Build competencies in employees as brand ambassadors, operations experts, guest experience stars, style consultants, and sales champions. Win guest loyalty through delivering an exceptional experience that exceeds expectations Promote brand attributes and values

25 L i n ke d I n M a k e a D i f f e r e n c e

26 INSIGHTS

27 S u c c e s s f u l o n b o a r d i n g s o l u t i o n s a r e a n o n g o i n g j o u r n e y n o t a q u i c k t r i p

28 Where do we focus our attention? Competencies & Skills vs Culture & Politics B o t h a p p r o a c h e s a r e n e e d e d, b u t h o w w e t h i n k a b o u t t h e m h a s t o c h a n g e

29 The Research Introduces Competing Concepts Onboarding Integration Informational (what) vs Relational (who) Socialization Organizational-Identity Socialization* * Reinventing Employee Onboarding, MIT Sloan Management Review, Spring 2013

30 3 O n b o a r d i n g B u cke t s How We Orient New Employees 3 P s Policies, Procedures and Passes Develop skills within their roles and potential roles Job skills and role development classes, certification, and mentoring Integration into the culture, mission and people and processes Mission, vision and company values Strategy, business model, and industry Cultural, organizational, key stakeholders and decision makers

31 OUR APPROACH

32 SURVEY QUESTIONS

33 SURVEY In an ideal situation, what would you most like to accomplish in improving your onboarding process? How do you feel about redesigning your onboarding process?

34 3 Elements of Onboarding Personalize Socialize Contextualize

35 ONBOARDING MATRIX C r e a t i n g C u l t u r e C h a m p i o n s

36 PERSONAL C a p t u r e & L e v e r a g e W h a t M o t i v a t e s H i r e s P r e s e r v e t h e i r U n i q u e n e s s Build Confidence

37 SOCIAL Map Out and Orient Employee to Organization Create Paths of Communication and Discovery Guide their Identity and Role within the Company Create Communication Lines Build Comradery

38 CONTEXTUAL B r e a k I t D o w n Onboarding Should Enhance, Not Overwhelm Pace to New Hires Level Use Stories and Activities to Create Clarity Make Components Actionable M e a s u r e, M e a s u r e, M e a s u r e

39 ONBOARDING MATRIX C r e a t i n g C u l t u r e C h a m p i o n s

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42 What We Can Do to Help A u d i t & A n a l y s i s Analyze your current program to identify and determine what you can do to elevate your onboarding progress. A s s e t C r e a t i o n Creating components to elevate your existing onboarding process such as custom content, gamification, video, simulations, or a centralized management portal. P r o g r a m D e v e l o p m e n t Our expert teams can assess and propose a solution that will precisely meet your needs and requirements and ensure the best possible onboarding process.

43 Questions? AllenComm CEO Ron Zamir and CLO Michael Noble

44 Upcoming webinars Oct. 2: Beyond Agility: How Brain Science Can Help Leaders Deal With a Changing World Oct. 19: Transform the Learner Experience with Big Data

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46 On behalf of Training Industry, thanks to: Today s speaker: Ron & Michael Our sponsor: AllenComm All of you for attending! Questions or Comments? Contact Amanda Longo: alongo@trainingindustry.com