ONBOARDING. City Employees

Transcription

1 ONBOARDING City Employees

2 DONNA BOTTEMA SHRM SCP City of Rapid City HUMAN RESOURCES GENERALIST 2

3 WHAT IS ONBOARDING? Mechanism through which new employees acquire the necessary knowledge, skills, behaviors, and relationships to become effective organizational members and insiders. 3

4 MY STORY THE TALE OF 2 CITIES 4

5 ONBOARDING MATTERS 1,000 employees 33.33% - left within 6 months 16-17% - left between week 1 and month 3 Study by Aberdeen Group 5

6 RETENTION IS KEY! Human Resources Staff and Hiring Manger Job Postings Sift through applications Schedule and conduct interviews Build job offers Blue Collar workers $2,000 Professional employees $7,000 6

7 WHY DOES ONBOARDING MATTER? 9% 18% 23% 86 % of new hires decide to stay with 12% 21% the company long-term within the first six months of employment. - The Aberdeen Group 17% "receiving clear guidelines to what my responsibilities were" "more training" "friendly smile or helpful co-worker would have made all the difference" "recognized for their unique contributions" "wanted more attention from the manager and co-workers" 7

8 STARTS WHEN EMPLOYEE IS HIRED ONBOARDING 6 MONTHS Clear guidelines Train them Friendly smile Attention from manager & co-workers Recognition for unique contributions 8

9 SIMPLE People want to work hard They want to enjoy their co-workers / work environment They want to be part of the bigger picture 9

10 LET S GO! Employee is excited to start working for you! Manager can t wait! 10

11 LET S GO! Make transition to City Life easy. Here s how: 11

12 PRE-BOARDING ACTIVITIES Frequent Contact Technology Setup , badge, photo, business cards Create new home Announce new employee First Day - planned Paperwork general employment 12

13 PAPERWORK GENERAL EMPLOYMENT Pre-employment Screenings IE: Background Check, Drug Screen, Fingerprints, Typing Test, Hearing Exam, 10 Key Test, etc New Employee Forms IE: Employee Data Forms, I-9, Direct Deposit, Life Insurance, SDRS, Beneficiary Forms, Supplemental Retirement, ICMA, etc Benefits Enrollment Form, Wellmark Summary, Delta Dental Summary, Vision Summary, Flexible and Dependent Care Spending 13

14 WILL THIS WORK? 14

15 WHAT S THIS? 15

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17 WHAT S THIS? 17

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19 WHAT S THIS? 19

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21 NEW PERSPECTIVE When you take a look at the apple, cigarette and the tea bag they all look different, like something else. When the view is changed, it changes how we can look at things. Are you too close to the process? Is it possible that we can change the process for new hires? Step back for a few days and think of it from a new viewpoint/perspective. 21

22 PAPERWORK GENERAL EMPLOYMENT Pre-employment Screenings Obtain signatures for pre-employment screenings Confirm they have all come back clear New Employee Forms Send a detailed Create 1-3 PDFs that are fillable 22

23 10 PITFALLS TO AVOID 1. Not having a clean & ready workstation on day 1 2. Cramming 20 hrs of info into 4 dull hrs of orientation 3. Neglecting the importance of cultural adaptation 4. Ignoring the needs of mid & senior level employees 5. Failing to address generational needs and differences 6. Starting a new hire when their Supervisor is absent 7. Relying on org charts to explain lines of communication 8. Assuming a new hire can t be productive from the start 9. Running a disorganized program 10. Adopting a Sink or Swim approach because it worked for you! 23

24 PRE-BOARDING VS FIRST DAY 24

25 NEW JOB = TONS OF PAPERWORK 25

26 DO YOU REMEMBER YOUR FIRST DAY OF WORK? How many years ago was that? What did you wear? What did you do on your first day? Do you remember how you felt? What went well? 26

27 WILL THAT WORK TODAY? What works in today s world? What do the employee s wear? What do the employee s want to do on their first day? How do you want to make the employee s feel on their first day? 27

28 WILL THAT WORK TODAY? What works in today s world? They want to feel like they re part of a team. They also have high expectations for themselves and are ready to jump into their new adventure. What do the employee s wear? They are comfortable. Gone are the days of mandatory pantyhose and skirts in the workplace. Do they need specific work gear? Ex: steel toed boots, jeans, etc. Their ideas and education are how they want to impress you. What do the employee s want to do on their first day? They want to meet their team. They also want to know how they are part of the bigger team. How do they fit into this puzzle and how can they help out? How do you want to make the employee s feel on their first day? Included and like this is their forever home. How can we make that happen? 28

29 MAKE IT HAPPEN Frequent contact (ex: company picnic or excited to have you) Computers and setup Train them 1 st day planned (don t forget lunch!) Introductions Manager time Clear guidelines Training Smiles Manager Recognition Acknowledgement 29

30 PAPERWORK DAY ONE I 9 Identification New Employee Forms 30

31 HERE S YOUR CHECKLIST! Pre-Employment Screenings Forms to be Completed Benefits Information Manager 1 st Day Background Waiver I-9 Fingerprints Employee Data/Info Form Drug Screen Direct Deposit Form SDRS Supplemental Retirement ICMA or 457 (b) Summary of Benefits (from Wellmark) City Benefits Summary (ours) I-9 - Completed Copy of Proper Identification Collect Forms Hearing Exam 10-Key Test Typing Test Data Entry Financial Background Check W-4 Life & ADD (mandatory) SDRS Enrollment Form SDRS Beneficiary Form Benefits Enrollment Form Dental Plan Summary Vision Summary Flexible Spending Account Information Dependent Care Information 31

32 ONBOARDING VS ORIENTATION 32

33 ORIENTATION Mayor Bio Policies Benefits Organization Chart Union Information SDRS City Council Pay Information Employee Discounts Online Tools Time Off (vaca, sick, holidays) Add l Employee Benefits 33

34 NEW EMPLOYEE ORIENTATION First Day? Formal Guest Speakers Co-workers 34

35 ONGOING FEEDBACK = SUCCESS 35

36 EMPLOYEE REVIEWS Ongoing Monthly 90 days Annually 36

37 Review: Employee feels welcome Employee feels trained Employee understands benefits of working for the City Going Forward Constant feedback for employee Monthly or 90 day formal review Team! 37

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39 Thank you! Donna Bottema Human Resources Generalist City of Rapid City 39

40 EMPLOYEE REVIEWS NICK STROOT City of Rapid City 40

41 PERFORMANCE REVIEWS A performance appraisal is a systematic, general and periodic process that assesses an individual employee's job performance and productivity in relation to certain pre-established criteria and organizational objectives 41

42 WHY DO WE DO PERFORMANCE REVIEWS??? 42

43 PERFORMANCE REVIEWS THE WHY Provide Clear and Attainable Goals/Change Goals Making sure your idea of good work is expressed and understood Make your people feel valued Legally defensible proof that your instructions were clear and they were understood Additional documentation for discipline and/or termination 43

44 WE NEED TO ALIGN OUR REVIEWS TO SOMETHING Does your review reflect your expectations? 44

45 PERFORMANCE REVIEWS Align with your Mission Statement/Value Statement What are the goals of the position? What are the measurable outcomes of the position? What is in control of the employee and what is out of the employees control? 45

46 SETTING GOALS Specific, clear and understandable. Measurable, verifiable and results-oriented. Attainable, yet sufficiently challenging. Relevant to the mission of the department or organization. Time-bound with a schedule and specific milestones. 46

47 PROCESS OF DOING A PERFORMANCE REVIEW 47

48 THINGS TO CONSIDER IN A REVIEW PROCESS 1. Is the process working for your organization? Does it provide the goals of all the work it takes? 2. Do them all at once or spread them out through the year 3. Give yourself enough time to give each employee the same fair assessment, don t burn yourself out 4. Do different types of Reviews lend themselves to different work groups? 5. Is the right person doing the review? Do they have day to day contact with the employee? 48

49 PITFALLS TO AVOID 1. Recency or Spillover Bias Judging someone on the most recent or most obvious action just performed 2. Halo/Horn Effect Thinking of an employees overall performance based on one thing they do well, halo, or poorly, horn 3. Conformity or Similarity Bias Tending to rate everyone the same to avoid hurt feelings 4. Central Tendency Bias Rating everyone in the middle. Not calling out your poor perfumer's or recognizing your rock stars 5. Contrast Judging employees against one another not a City standard 6. Avoiding negative feedback 7. Going through the motions just to check a to-do list box 49

50 NEW JOB = TONS OF PAPERWORK 50

51 POPULAR TYPES OF PERFORMANCE REVIEWS 51

52 NUMERICAL RATING SCALE Most popular style Usually 1-5 ranking on various topics Teamwork, Communication, Customer Service, Etc. Items to consider: Make sure your employees understand what is acceptable and what is not Are supervisors using consistency across the entire organization, not just their group Could force all factors to be equal 52

53 BEHAVIORAL CHECKLIST Similar to Numerical Rating Employee has a checklist of criteria to be successful The supervisor will answer a set of carefully worded yes or no questions Does the employee follow directions carefully? Does the employee make frequent mistakes? To be done correctly the questions need to be worded and weighted very carefully Good for jobs with many workers by avoiding the tendency to judge employees against one another Items to consider: Very important to use carefully wording and managers are trained Can be very effective if developed correctly but has lots of downsides 53

54 MANAGEMENT BY OBJECTIVES MBO This is done forward and back not just looking back At the beginning of the year a carefully selected set of objections that will define success for the employee and then at the end of the year success will be measured if they completed those objectives Interactive with both the employee and the manager Items to consider: All objectives need to be in the employees control Allows employees to have some ownership in the process 54

55 360 DEGREE REVIEW Comprehensive look at the employee from all aspects Managers, Co- Workers Other employees with frequent interaction Possibly High Valued Costumers or Vendors A constructed questionnaire is given to all parties asking them to rate the work and interactions with the employee Very holistic view of the employees not just the supervisor providing feedback Items to consider: The most time consuming of the processes You will have to weed out or look for personal opinions Participants need to understand the process and not be out for any revenge Works best for an employee with a lot of interaction and direct reports 55

56 CRITICAL INCIDENTS Identify and describe specific events over the time period. It would be something done really well or something requiring improvement. What were the incidents that an employee really shined or what were the incidents where the employee was either detrimental to productivity or left lingering problems Items to consider: Detailed records need to be kept. Cannot be based on memory You will have to address the problems as they happen and then talk about them at the review as well. Works best for an employee who has a role that is fairly repetitive or routine. 56

57 RAPID CITY HR PREFERRED PROCESS Structured Self Evaluation 57

58 HR DIRECTOR S PERSONAL PR PHILOSOPHY 1. Give the employee a self-assessment to complete Make sure to allow them enough work time to complete this 2. Collect the self-assessment and review Make sure to note all agreements and disagreements Don t be afraid to bring someone up who has ranked themselves low 3. Send your managers version to the employee for them to review 4. Set a meeting with the employee and discuss the agreements and disagreements 58

59 HR DIRECTOR S PERSONAL PR PHILOSOPHY I like the interactive feedback that takes place I want to know how an employee sees themselves and is it generally how I see them No matter how an employee rates themselves it is gone over by the manager and the manager is in charge of setting expectations Critical point for me: allow the employee enough time to thoughtfully complete the assessment and also enough time before the meeting to read over the managers thoughts and be prepared to engage 59

60 FINAL THOUGHTS 60

61 FINAL THOUGHTS Cannot replace good management in theory they could be eliminated by perfect management Do you tie them to pay if so recognize the importance of training your evaluators and are any managers gaming the system Each year stands alone yet we judge people over longer periods of time. Does each PR reflect the overall satisfaction with that worker? Managers attitude is reflected in their effort, time and energy spent working on the Review and ultimately the employees attitude toward the process. 61

62 Thank you! Nick Stroot Human Resources Director City of Rapid City 62

63 THANK YOU 63