Directors Meeting Georgia Public Library Service Presentation by Hannah Napier Warren Middle Georgia Regional Library/Operations Manager

Transcription

1 Onboarding Exit

2 Directors Meeting Georgia Public Library Service Presentation by Hannah Napier Warren Middle Georgia Regional Library/Operations Manager

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4 Today we will learn 3 things about onboarding

5 onboarding 1. What the heck does it mean?

6 onboarding 2. Why do I need to do it?

7 3. How can I possibly do this with. a small staff a small budget & in addition to everything else!

8 onboarding 1. What the heck does it mean?

9 Society for Human Resource Management (SHRM) Onboarding should acclimate the new employee to allow him or her to become a contributing member of the staff in the briefest period possible, while engaging the employee to enhance productivity and improve the opportunity for the company to retain the employee.

10 Simply put: It's the process by which a new employee learns the ropes, gets settled, and becomes a productive member of the library team.

11 onboarding 2. Why do I need to do it?

12 Lets look at some facts According to SHRM Foundation In the United States, every year more than 25 % of the working population experiences career transitions.

13 SHRM Facts Half of all senior outside hires fail within 18 months in a new position. Half of all hourly workers leave new jobs within the first 120 days.

14 This is bad news for us! Provides for a merry-go-round of Job openings Job postings Indeed applications Review of applications Interviews of applicants Cost time and money

15 SHRM Research shows that when onboarding is done correctly, it leads to: Higher job satisfaction from employees Organizational commitment Lower turnover Higher performance levels Career effectiveness Lowered stress

16 When it is done. The onboarding process may vary but when onboarding is complete the employee: typically understands the job understands how to do it gets the company culture too

17 onboarding 3. How can I possibly do it?

18 How can I possibly do it? You may be a small size library, large or medium sized library. Your may not have someone designated to do HR or it may be done through your county.

19 The good news is onboarding can be tailored to fit your Library s needs.

20 HOW?

21 onboarding resources There are many resources. With a little research you can find numerous check lists, 8 or more easy steps, information on best practices, etc.

22 Excellent resources in GALILEO SHRM Georgia DOL Employer Handbook shares prudent onboarding practices

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24 At MGRL we use Purdue University Human Resources Supervisor s Guide to Effectively Onboarding a New Employee

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26 Make it your own So where it says: Purdue think MGRL University think Library

27 This guide guides you through the first months of your new employees employment. It even tells you every employee and situation is different so tailor the document to fit the needs of your department.

28 This is not the way to do it!

29 Purdue University Supervisor s Guide to Effectively Onboard a New Employee Following the guide we..

30 Prepare for the First Day at Work At the end of the first day what impression do you want new hires to walk away with?

31 Plan for anything that will prepare employees for their first day of work. MGRL starts with the New Employee Checklist 50+ items to prepare

32 Share new hire information with MGRL staff IT, accounting, library department, supervisor, etc. Plan orientation What, When, Where, Who New employees get a welcome What to bring on the first day Drivers license, social security cards, direct deposit information, etc.

33 Supervisors Responsibility Preparing work space Introduction to colleagues Job expectations Job specific training Ensuring completion of required tasks Mentor if desired Evaluation process

34 First Day Welcome! A day of administration, introductions and discovery. Begins to understand their position and performance expectations. We highlight the MGRL mission statement and core objectives Complete paperwork Review policies and procedures of MGRL Receives schedule Customer service training Tour facility Meet some fellow co-workers

35 First Week Onboarding helps the employee to get acquainted with the Library and his or her new employee role. Build knowledge of internal processes and performance expectations. Meets with supervisor Shadows a colleague Has on the job training Settles in

36 First Month Employee is cognizant of her/her performance relative to the position and expectations. The employee becomes a productive member of the MGRL family Receives on the job training Learns about MGRL offerings Regularly meets with supervisor to create a work plan Learns basics of the job

37 First 90 Days The employee becomes fully aware of his/her role or responsibilities. Works independently. New staff at MGRL have a 90 day probationary period, that can be extended. Supervisors provide employee reviews: 30 day informal review 90 day review (same standard as annual)

38 In the first year The employee is acclimated to the library, takes the lead on some initiatives, feels confident and engaged in job. Employee merges into annual reviews, staff training, etc.

39 Unfortunately, not all staff stays.. Retire Resign Terminated (hopefully not )

40 Exit Procedures

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43 Exit interview An interview held with an employee who is leaving an organization in order to learn the employee's opinion of his or her time spent at the organization, reasons for departure, etc.

44 Exit Interview Wonderful opportunity to learn things you need to know about your library Strengths Weaknesses Always learn something new

45 Exit Interview You may feel like you are so small you know why your employees are leaving. In reality, you may not.

46 3 Main Points for the Exit Interview Exit interview practices and policies vary widely according to company size and industry, but human resource professionals agree on at least three points:

47 1. The company should have a formal policy regarding exit interviewing. 1. Exit interviews should be reserved for voluntary separations, because issues raised by layoffs and terminations for cause will require a special approach. 1. Exit interviews should be extended to all departing employees not just key performers or long-timers.

48 Exit Interview Questions How did you learn about the job opening for your current position? Were the duties and demands of the job described accurately during the interview process? Were you given training to perform the job? How would you assess the quality of that training? What are some of the areas for improvement? Were you own expectations for the job met? Were there any special problem areas? Were you and your supervisor able to work together effectively? How would you describe the management style of your division head?

49 Simply put: Onboarding The faster new hires feel welcome and prepared for their jobs, the faster they will be able to successfully contribute to your library s mission. Exit Learn your strengths and weaknesses

50 Happy, motivated, productive, non-exiting employees