Purposeful Onboarding Creating Connections and Retaining Team Members

Transcription

1 Purposeful Onboarding Creating Connections and Retaining Team Members Bridgette Behling & Stewart Robinette The George Washington University Monday, March 5, 2018 Liberty Ballroom D, Sheraton

2 Presentation Overview Learning Outcomes The Case for Intentional Onboarding Theoretical Influences GW s Model Tips for Creating Onboarding Success 2

3 Participants of this session will Understand professional standards that influence onboarding, Understand proven techniques of successful onboarding, Recognize the components needed to seamlessly connect the recruitment process to the onboarding process, Discover the importance of role clarity in onboarding, AND Explore best practices in accelerating the development of positive professional connections for new staff. 3

4 What is Onboarding? Onboarding involves a special, conscious effort to make a new employee quickly become a productive member of the organization, laying a solid foundation for a longterm relationship. (Hillman) Onboarding is a magic moment when new employees decide to stay engaged or become disengaged. (Hirsch) Onboarding is defined as the process of helping new hires adjust to social and performance aspects of their new jobs. (Bauer) 4

5 Why Intentional Onboarding? 5

6 Professional Standards ACPA/NASPA Professional Competency Areas for Student Affairs Educators Allows for progress on foundational, intermediate and advanced outcomes Personal and Ethical Foundations Values, Philosophy and History Organizational and Human Resources Leadership Social Justice and Inclusion 6

7 Professional Standards Council on the Advancement of Standards in Higher Education (CAS) Standards General Characteristics of Individual Excellence 7

8 Assimilation vs. A Mutual Influencing of Culture Traditional onboarding problems: Source: Cable, Gino, and Staats, Reinventing Employee Onboarding. MIT Sloan Management Review, Spring 2013 Vol.54 No. 3 8

9 Consequences of Less Developed Onboarding Quick Employee Turnover Role Ambiguity Absence of Decision-making Disengagement Loss of Productivity 9

10 Results of Less Developed Onboarding Important Figures: 1. First three to six months are most critical for onboarding - companies lose 16% to 17% of new employees. 2. Millennials average tour of duty is only 6 to 12 or maybe 18 months. In comparison, Baby Boomers and Gen Xers stayed at companies 10 to 20 times longer. Cite: (Bamboo, H.R. Feb from Franceski) 10

11 Clarification Tayla Bauer s 4-levels of Compliance Onboarding Culture Onboarding Connection 11

12 Compliance Includes teaching employees basic legal and policy-related rules and regulations Clarification Ensures that employees understand their new jobs and all related expectations Culture Includes providing employees with a sense of organizational norms, both formal and informal Connection Refers to the relationships and information networks that new employees must establish 12

13 GW Center for Student Engagement s Model Community Support and Leadership Residential Engagement Student Activities and Greek Life GW Housing Mount Vernon Campus Purpose: Create a process for onboarding new CSE staff that provides a consistent knowledge base and creates a baseline for welcoming them to the organization 13

14 Standardized Timeline CSE Onboarding Guide Theory to Practice to GW: Cohort 14

15 4-Distinct Opportunities to Influence Employee Engagement Through Onboarding Period Between Selection and First Day Individual Meetings supervisor Your organization s HR onboarding. Peer Influence 15

16 Your Organization s On-boarding Think back to when you were last onboarded. This is the mandatory HR session. 16

17 Period between Selection and First Day Communication: how often, what, how Setting the foundation: Institution, Department, Office 17

18 Individual Meeting Plans: Supervisor Develop Share Explain/ Ensure Others Understand 18

19 Developing a Plan Onboarding must be a priority, purposeful, and intentional Timing of all steps and points of responsibility Scaffolding different areas of onboarding New members speak to each other about their own experiences 19

20 Sharing a Plan Structure and understanding for the new hire Allows them to make sense, while also adding their own needs to the plan Role clarity Important for all of team members, but especially for millennials 20

21 Explaining the Plan Onboarding must be a priority, purposeful, and intentional (YES, AGAIN) Staff use their old tools/conversations or their own experiences New members speak to each other about their own experiences It gets buy in from others that will be speaking to the individual, insulates you from those that will not participate towards your goals 21

22 Value Poposition: [... ]An inefficient and cumbersome onboarding process can rob departments of time and energy they could be spending on other value-added activities. 22

23 Tips for Building Successful Cohort Models Who Timing When to start and how long Opportunities to Reinforce Buy-In Maximizing Interactions and Learning Styles Involving prior cohort members 23

24 GW s Model Results 91.6% of participants agree they are more likely to collaborate with another participant in future Majority of participants mentioned they benefitted from the relationship building in the sessions. Lessons Learned Team building Interactivity and reflection Role clarity Tie more of content to what could come up in their specific role Spend time on The WHY 24

25 Key Takeaways Onboarding must be a priority how will you actualize this? Onboarding - starts before the person arrives. Balance - must be found between individualizing the experience and equity of experience Cohorts - can help realize one frequently missed area from Bauer s model Role Clarity and making meaning occurs throughout the experience. 25

26 Questions? Contact us! Bridgette Behling: Stewart Robinette: 26

27 Works Cited: Cable, Gino, and Staats. (2013). Reinventing Employee Onboarding. MIT Sloan Management Review, 54(3). Hillman, J. (2010). Planning for Employee Onboarding; Finding Ways to Increase New Employee Success and Long-Term Retention Noel-Levitz White paper. Hirsch, A. (2017). Don t Underestimate the Importance of Good Onboarding. Society for Human Resource Management. Bauer, T.N. (2010). Onboarding new employees: Maximizing success. Alexandria VA: SHRM Foundation. Bauer, T. N., Bodner, B.E., Erdogan, B., Truxillo, D. M. & Tucker, J. S. (2007). Newcomer adjustment during organizational socialization: A meta-analytic review of antecedents, outcomes, and methods. Journal of Applied Psychology, 92(3), Carry, A. (2014) Executive Transitions in Student Affairs: A Guide to Getting Started as the Vice President. Washington, DC : NASPA Student Affairs Administrators in Higher Education. Meyer, A. and Bartels, L. (2017). The Impact of Onboarding Levels on Perceived Utility, Organizational Commitment, Organizational Support, and Job Satisfaction. Journal of Organizational Psychology, 17(5). Franceski, T. (2017). Optimizing Onboarding for the Next-Gen Employee. AMA Quarterly. Carry, A. (2014). Executive Transitions in Student Affairs: A Guide to Getting Started as the Vice President. Washington, DC : NASPA Student Affairs Administrators in Higher Education. Corporate Leadership Council. (2004). Driving Performance and Retention Through Employee Engagement. 27

28 Thank you for joining us today! Please remember to complete your online evaluation following the conference. See you in Los Angeles in 2019! 28