The document discusses the importance of strategic onboarding programs for new hires. It defines onboarding as the process of helping new employees learn the necessary skills and behaviors to be effective organizational members. Strong onboarding programs have benefits for both employees and companies such as improved retention, productivity, and customer satisfaction. The document outlines best practices for onboarding including planning, integrating company culture, setting expectations, using technology for training, and involving managers. It emphasizes measuring the impact of onboarding on metrics like productivity, retention, and compliance.

1. Accelerating
New Hire Training

2. BIZLIBRARY.COM

3. ?
HOW WOULD YOU DESCRIBE YOUR NEW HIRE TRAINING?
a.Well planned and integrated with organizational goals and culture.
b.We conduct an orientation for new employees, however it isn’t strategic.
c.We cover the basics. After that they’re on their own.
d.Sink or swim.

4. WHAT WE HOPE YOU’LL LEARN
What is strategic onboarding
Best practices to accelerate the new hire training process
5
How to measure the impact

6. WHAT IS ONBOARDING?
STRATEGIC VS. TACTICAL

7. Onboarding, also known as ORGANIZATIONAL SOCIALIZATION, refers to the mechanism through which new employees acquire the necessary KNOWLEDGE, SKILLS, and BEHAVIORS to become effective organizational members and insiders. SOURCE: Bauer, T.N. and Erdogan, B. APA Handbook Of Industrial And Organizational Psychology

8. BENEFITS OF A STRONG OBOARDING PROGRAM
Become familiar and comfortable with their job roles.
Improve employee retention.
Learn about company culture and job-related resources.
Increase time to productivity.
Start to build relationships and networks.
Increase visibility of new hires.
EMPLOYEE
COMPANY
Strategic Onboarding. Bersin by Deloitte.

9. BENEFITS OF A STRONG OBOARDING PROGRAM
Align expectations of jobs and careers.
Improve internal communications.
Feel engaged and valued.
Improve customer satisfaction.
Receive immediate feedback.
Improve company brand.
EMPLOYEE
COMPANY
Strategic Onboarding. Bersin by Deloitte.

10. 52%
44%
EMPLOYEE ENGAGEMENT
DROPS BY 8% AFTER THE
FIRST 6 MONTHS OF EMPLOYMENT.
SOURCE: Gallup, State of the
American Workplace 2013
RETENTION RATES BY
TIME TO PRODUCTIVITY BY
CUSTOMER SATISFACTION BY
According to an Aberdeen Benchmark Report, EFFECTIVE ONBOARDING improves…
52%
53%
60%

11. Strategic Onboarding. Bersin by Deloitte.
18 MONTHS THE MOST VULNERABLE TIME FOR A NEW HIRE TO LEAVE.
8-12 WEEKS
avg. time to productivity for clerical staff
18-22 WEEKS
avg. time to productivity for professional staff
24-28 WEEKS
avg. time to productivity for executives
1/3 managers fail at their new job/role.
50% of the workforce want to change jobs every 3-5 years.

12. BEST PRACTICES FOR EMPLOYEE ONBOARDING
5
1. PLANNING AHEAD
2. INTEGRATING COMPANY GOALS AND CULTURE
3. OUTLINING EXPECTATIONS, GOALS, AND SUCCESS CRITERIA
4. UTILIZING TECHNOLOGY AND ONLINE TRAINING
5. INVOLVING MANAGERS

13. PLANNING AHEAD
Understand future needs and potential gaps
Behavior-based interviewing
Character and culture fit

15. COMPANY GOALS AND CULTURE
Mission, strategy, and goals
What is the employee’s impact?
Information flow and learning

16. BUILDING A SOCIAL NETWORK
OF MANAGERS WHO FAIL TO ONBOARD SUCCESSFULLY CITE FAILURE TO ESTABLISH EFFECTIVE WORKING RELATIONSHIPS AS A PRIMARY REASON.
60%
Make connections inside and outside the workplace
Introduce to key people
Enterprise social networks

17. EXPECTATIONS AND GOALS
Learning style and preferences
Management style
Feedback and coaching
Performance measurements

18. Learning resources and content
Resource delivery
LMS and mobile
Off-the-shelf and custom video
TECHNOLOGY AND TRAINING

19. MENTORING AND COACHING
Knowledge, support and resources
Career guidance and feedback
Cross functional

20. COMPETENCY LEVELS
CORE COMPETENCIES
Industry and culture
JOB FAMILY COMPETENCIES
Business discipline
ONBOARDING AND NEW HIRE TRAINING
JOB ROLE COMPETENCIES
Level of mastery required

21. WELCOME AND INTRODUCTION
New Hire Learning Plan Training Room Login Instructions Overview from President Your Computer Overview MT Employee Handbook TLO Associates How-to-Guide MT Company Review - Welcome

22. PCI AND COMPANY POLICY
New Hire Learning Plan PCI Compliance PCI Quiz Employee Awareness Series: Sexual Harassment Ethics for Everyone Undeliverable: Email Etiquette for Today’s Workplace
WORKPLACE POLICY

23. MICROSOFT OFFICE ESSENTIALS
New Hire Learning Plan How to Use Outlook 2010 MS Office 2010 Excel: Tips, Tricks and Shortcuts Part1 MS Office 2010 Excel: Tips, Tricks and Shortcuts Part 2 MT Community – a How-to-Guide
CONTINUE WITH CORE AND JOB ROLE COMPETENCIES

24. THE MANAGER’S ROLE
Performance expectations
Regular feedback
Employee engagement

25. MEASURING THE IMPACT
PRODUCTIVITY
TIME TO PRODUCTIVITY
RETENTION
EMPLOYEE AND CUSTOMER SATISFACTION
EMPLOYEE REFERRALS
INNOVATION
SAFETY AND COMPLIANCE

26. IMPACT
DIRECT OR INDIRECT
METRICS
Productivity
Direct
Quantitative measure of job duty or objective:
•Sales
•Customer complaints
•Production units
•Reporting errors Organizational measures, such as incremental revenue or reduction of costs. Counter productivity: number of calls to the IT help desk Before and after performance ratings and evaluations.
Time to Productivity
Direct
A measure of productivity but about how long instead of how much.
Time to first sale or successful completion of other job-specific task.
Time to full productivity as compared to “veteran” employee.
Creative Onboarding Programs: Tools for Energizing Your Orientation Program. Doris Sims 2011.

27. IMPACT
DIRECT OR INDIRECT
METRICS
Retention
Direct
The high cost of repeating hiring is well documented. Very easy to measure and huge impact.
Turnover within first year
Satisfaction
Indirect
Similar to “buyer’s remorse” and contributes indirectly to several other categories.
Employee satisfaction
Before and after “New Employee” survey
.
Employee Referrals
Direct
Like retention, can have a huge impact and is easy to measure.
Number of employee referrals from first-year employees
Innovation
Indirect
Indirect in that it can impact productivity and cost- savings.
Number of suggestions
Number of improved processes
Manager and leadership feedback

28. IMPACT
DIRECT OR INDIRECT
METRICS
Culture
Indirect
Some would call it assimilation; it often affects counter productivity. Examples:
•Number of manager interventions
•Number of HR interventions
•Manager and leadership feedback
Safety
Direct
Can relate directly to bottom-line costs and is a very big concern.
•Insurance expenses
•Medical expenses
•Safety fines
•Number of accidents .
Compliance
Direct
Can relate directly to bottom-line costs and is a very big concern.
•Number of HR infractions
•Legal expenses
Loyalty
Indirect
Encompasses elements of retention, satisfaction, and culture.
Before and after “New Employee” survey.
Creative Onboarding Programs: Tools for Energizing Your Orientation Program. Doris Sims 2011.

29. 1.Onboarding and new hire training should be considered a strategic initiative of your organization.
2.Successful strategic onboarding programs are good for the bottom line and the overall health of your organization.
3.The five best practices: planning ahead, integrating your company’s goals and culture, outline expectations, utilize technology and online resources, and get your managers involved.
KEY TAKE-AWAYS

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Jessica Petry
Marketing Specialist
jpetry@bizlibrary.com
@JessLPetry
@BizLibrary
Chris Osborn Vice President of Marketing cosborn@bizlibrary.com @chrisosbornstl