Disrupt Your Onboarding:

Transcription

1 Disrupt Your Onboarding: Wake Up, Shake Up, and Rebuild Your Onboarding Experience May 4, 2017 Austin, TX 1

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5 Agenda Business case for onboarding Assessing your current program Onboarding trends & technology Case studies Summary and Q & A 5

6 Interactive polling set-up Please text connectthedots to

7 Poll question What is the current state of onboarding in your organization? Text your answers to

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10 Let s define onboarding ü Orientation paperwork logistics compliance ü New Hire Training systems processes ü Socialization ü Buddy System/Shadowing 10

11 Talent Management Cycle Onboarding Performance Management External Hires Selection or Internal Promotion Onboarding is the process that positions new leaders and associates to understand an organization s vision, strategies, goals, and culture. Succession Planning Leadership Development 11

12 CTD Onboarding Model Gain knowledge Build relationships Receive feedback Gain knowledge.build relationships and receive feedback Offer acceptance Setup Honeymoon Reality Adjustment Transition Prestart Week 1 Month 1 Month 2 Month 3 Month 4 Full integration into role and culture takes 18 months Onboarding success results from the partnership of the new leaders, their managers, and their HR business partners. 12

13 The Business Case 50% failure rate 40% new leaders 90% of employees decide to stay with the new company within the first 6 months 2 ½ times more performance improvements 81% more engaged 13

14 Poll question Why disrupt your onboarding experience? Text your answers to

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17 Effective onboarding yields Increased new hire engagement Shorter time to productivity/pay-back Attract & retain top talent Meet or exceed expectations of a multi-generational workforce Managers engaged & get what they need 17

18 How does your onboarding experience measure up? 18

19 Easy assessment Who What How 19

20 Step 1 Who Who are your audiences for onboarding? Do these audiences match your business case? If not, who are you missing? 20

21 Step 2 What What feedback are you getting from these audiences about what s working and what s not? From their managers From their HR partners What other data do you have? Productivity Engagement 21

22 Step 3 How How can you change your onboarding experience to Meet organization s objectives Appeal to your audiences Stay up with technology How will these changes impact the organization? 22

23 Putting it together Audience Experienced hires New leaders Internal promotions New graduates Feedback and Data Need to connect with more people Not engaging in the process Need more support Easier ways to communicate 33% leave in first 1-3 years Making too many cultural mistakes 25% are not performing well at 6 mo. 100% use Twitter and Facebook Proposed change Assign onboarding mentors Include formal feedback Increase role of HR partner Add social media Impact Relationships increase retention Data fosters engagement HR identifies, addresses needs Increased engagement 23

24 Onboarding Technology 24

25 Poll question What type of technology are you currently using for your onboarding experience? Text your answers to

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28 Technology trends Onboarding websites Pre-Start connections Social media Multi-device content delivery 28

29 Onboarding technology The Millennial Factor: As of 2015, more than 50% of employees are born after % of millennials expect to stay in their job for 3 years or less They disagree that social media is a productivity suck 29

30 Strategies to engage Provide mentoring and coaching Set clear targets, offer regular and structured feedback Cultivate environment of continuous learning Invest in learning technology 30

31 Onboarding technology Build content that gives your new hires the desire to: Immerse themselves Satisfy fandom Be in the know Have access to resources to succeed 31

32 Design that works Consider these questions: Why does the site exist? What are our core messages? How can we deliver with 2 clicks? 32

33 Example: Applying the design Why does the site exist? Answer: Connect for success What are our core messages? Answer: How can we deliver? Culture: Video of employees talking about the culture Game to learn the culture Relationships: Profiles of team members Feedback: 2-way surveys Internal blog 33

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35 Engagement-building Content 35

36 Engagement-building Content 36

37 Information Collection 37

38 How do you manage and measure engagement and progress? 38

39 Sample Hiring Manager Page Stephanie Smith s New Hires John 30 Day 60 Day 90 Day Prestart Week 1 Meeting Survey Meeting Survey Meeting Survey Current Future Past Your Guide (direct link to pdf resource) Past Due! John s 60-day meeting Sue James 30-Day Week 60-Day 1 Survey Meeting 30-Day 60-Day Meeting Survey 90-Day Meeting 90-Day Survey Upcoming q Sue s 30-day meeting q Launch James 30-day survey 39

40 Automated Reminders Auto- Action Reminder* HR invites Hiring Manager to website n/a HM invites New Hire to Prestart Site n/a Prestart survey ± Week One survey ü 30-day meeting (to new hire) ü 30-day survey (new hire) ü 30-day survey (manager) ü 60-day meeting (to new hire) ü 60-day survey (new hire) ü 60-day survey (manager) ü 90-day meeting (to new hire) ü 90-day survey (new hire) ü 90-day survey (manager) ü Triggers New Hire Progress Bar * If survey response is NOT submitted within 5 days, is re-sent. reminders continue every 5 days until marked YES by new hire. ± Hiring Manager sends reminders for Prestart survey. 40

41 Measuring Engagement & Impact Gather quantitative and qualitative data using timebased surveys Surface data: Experience Process Trends Welcome to Justin B s 60 Day Survey 41

42 Organizations Need Connection to a global workforce Find people by more than a name Collaborate across time zones Enabling communication, collaboration and community building Empower employees to communicate Find answers to questions quickly and efficiently Retention and engagement of employees Make personal and professional connections Collaborate inside of work with similar tools you use outside of work 42

43 Onboarding Trends 43

44 Consider these trends Appealing to a millennial-heavy workforce More integrated with employee life cycle Increased accountability for hiring managers Cross-boarding, re-boarding, and off-boarding Metrics to drive ROI and sponsorship 44

45 Using External Social Media 45 onboarding leadership coaching connecting teams leading change

46 Using Internal Social Media 79% of employers use social media platforms to engage employees and foster productivity (IABC 2009) Companies with internal social networks: McKinsey Global Institute found improved communication and collaboration from social media in four major business sectors could add $900 billion to $1.3 trillion in value to the economy. 67% of workers believe their colleagues can help them do their job better, yet 40% of workers have difficulty locating help. (Harris Interactive) 46

47 Cardinal Health s Internal Social Network Solution Engage A place to engage with colleagues, share news and interests and find answers to your questions. Key components Improved Employee Profiles Activities Stream and News Feed Communities ~ 16,500 registered users, 100+ Engage Communities ~950 employee searches per day 47

48 Winning with culture and technology 48

49 Being a Noob is a good thing 49

50 Yes-to-desk at Twitter 50

51 Tips and Takeaways Do your homework and know your current state Match updates and improvements with your objectives Know what s current and what your competitors are doing Always represent your brand and culture Take some risks! 51

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53 Questions and Comments 53

54 Further reading Our books: The Talent Assessment and Development Pocket Tool Kit: How to Get the Most Out of Your Best People, 2014, McGraw-Hill Companies The Talent Selection and Onboarding Pocket Tool Kit: How to Find, Hire, and Develop the Best of the Best, 2014, McGraw-Hill Companies Perfect Phrases for Employee Onboarding, 2011, McGraw-Hill Companies Solving Employee Performance Problems, 2011, McGraw-Hill Companies 54

55 About the presenter Connect the Dots is a is a boutique management-consulting firm specializing in leadership development, leadership and team dynamics coaching, executive onboarding, and leading Brenda Hampel Managing Director bhampel@connectthedotsconsulting.com

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