Re imagine On boarding

REIMAGINE
Onboarding
Strategy | Consulting | Digital | Technology | Operations
High performance. Delivered.

Copyright © 2018 Accenture. All rights reserved.
Why onboarding matters?
Global Onboarding Statistics -SHRM
• Nearly 4% of new employees leave their new jobs after a disastrous first day
• New employees decide within the first 30 days whether they feel welcome in the organisation
• A significant percentage of new employees quit their jobs within the first 6 months
• Half of all new hires in leadership positions last three or fewer years
• 1 in 25 people leave a new job just because of a poor (or no) onboarding programme
• 40 percent of senior managers hired from the outside fail within 18 months of hire
• Fewer than one-third of executives are satisfied with the onboarding process – calling it below average or
poor
Starting a new job for anyone is a major life change and career transition. The onboarding
experience is personal and impacts the bottom line, productivity, culture and future ability
of any firm to hire THE best talent

Copyright © 2017 Accenture All Rights Reserved.
MOMENTS THAT MATTER EXAMPLE:
ONBOARDING
3
Service is triggered End of service
Employee: I want a smooth and transparent onboarding that
reaffirms why I chose this company, connects me to my
colleagues, and gets me oriented and contributing.
Hiring Manager:
I need to onboard a new
joiner to my team
HR
• New hire orientation
• Employee set up
• Benefits enrollment
• Payroll set up
• New hire / job training
• Sign-on bonus
Finance
• Cost center
mapping
• Signing authority
• Expense
management
Procurement
• Contingent labor
vendor
• Corp credit card
IT
• Security profile/ role
• Authority levels
• Personal computer
• System access
• Mobile phone
• Log-on details
Facilities
• Building access
• Security card
• Cube / Office
• Supplies
• Parking space
• Health and safety
Stores
• Orientation
• Uniforms
• Workplace
schedule
• Store discounts
End-to-End Services Across Functions
Employee
Journey
Onboarding is an opportunity to create a signature experience that distinguishes, yet requires
that employee data processes are timely, accurate, and coordinated across functions.
Channel
strategy
MOMENTS THAT MATTER
EXAMPLE: ONBOARDING

Onboarding and Orientation are NOT the same
• Orientation might occur on the first day or during the first week, to introduce new hires to policies and
procedures. Onboarding is a strategy and process that socializes new employees to the organization and
ensures they have the necessary skills and knowledge to become effective members of the organization.
• Onboarding should start before Day 1 and when successful, it saves time and maximizes productivity. It is the
responsibility of the entire organization, not just HR or the executives/project leads.
Differentiators Orientation Onboarding
Time Single Event Several months to a year
Delivery Classroom style Scalable - requires 2-way feedback
Message Need-to-know information Customized information based on the role
Results
Still considered ‘new’ and rely on
support from managers and colleagues
Strengthens new employees connection with
their role and the company-full integration
and so productive faster

Outline
1. GLOBAL TRENDS
SHAPING
ONBOARDING
2. OUR APPROACH AND
EXTERNAL
BENCHMARKING
4. GENERAL
OPPORTUNITIES FOR
ONBOARDING IN
NIGERIA FIRMS
3.ACCENTURE POV &
EMERGING
ONBOARDING TRENDS

Typical Onboarding Challenges according to CEB 2015 Report
Unclear ownership of
onboarding activities
What New Hires Struggle to Connect with?
Define ownership of
onboarding.
Role Organization Co-workers
Ensure new hires
understand role
requirement
Empower new hires to
“own” their onboarding.
Connect new hires to their
workflow networks, not just
peers.

Google Increased new employee productivity by 25% with one email
Checklist email sent to line managers a Sunday before resumption
• Have a roles and responsibilities discussion
• Match your Noogle with a peer buddy
• Help your Noogler build a social network
• Set up onboarding checks-ins once a month for 1st six months
• Encourage open dialogue
Guiding Principles: Michael Schneider(Onboarding Global Expert)
• Keep it simple- don’t over –engineer. Focus on first 30days
• Emphasize the basics and leave room for creativity
• Nudge employees when necessary to encourage right behaviors

Addressing the issue of accountability to enable successful completion
8

DaimlerChrysler improving new hire engagement with innovation projects
9

Wipro managers increase role meaning for new hires by incorporating their
unique strengths
10

Our Approach
May 7th May 13th May 17th May 21st –May 23rd May 24th
Project Charter- As Is
Review Findings &
Recommendations
Identified High Impact Themes to
enhance experience
Final Company Visits
Moments that matter
DISCOVER DESCRIBE CO-CREATE
Online Questionnaire
Social Media- LinkedIn
Sleuthing
Design Principles
F2F Focus Group-
Digital Native &
Consulting Firm
Best Practice Research, Accenture POV, Focus Groups and HR Leader Conversations
REIMAGINE ONBOARDING PROJECT INVOLVED 50 STAKEHOLDERS - HR, PROJECT LEADS, NEW JOINERS, CONSULTANTS,
EXTERNAL BENCHMARKING, RESEARCH WITH OVERALL ASSESSMENT AGAINST ACCENTURE POINT OF VIEW(POV)

First, a look at our demographics- online survey
Value Percent Count
1-Consulting Firm A 7.7% 2
2.-Consulting Firm B 19.2% 5
3-Consulting Firm C 30.8% 8
4-Consulting Firm D. 3.8% 1
8-Consulting Firm E 7.7% 2
5. Digital Native
. 26.9% 7
6. Technology Leader 3.8% 1
Totals 26
Anonymous, sourced via social media- LinkedIn and via personal contacts. Digital Native most
represented with focus group and survey completed on site. Data privacy laws was a constraint for
most.

We thought we should explore some more….
65.4,%
34.6,% Yes
No
76.9%
15.4%
7.7%
20-25
26-30
31-35
Yes
Count Population
Your manager/supervisor had a
role/responsibilities discussion ?
19 73.1%
Matched with a peer buddy? 16 61.5%
Got help to build a social network within to
drive your projects?
15 57.7%
Set up onboarding check-ins ? 20 80.0%
Encourage open dialogue ? 24 92.3%
Currently on a graduate program? Age bracket?
Cultural assimilation in 1st 30days
Findings
• > 60% on respondents on program are
impressionable with 1st exposure to “Big
Brand’
• Most companies don’t have Trainee
programs - full time hire with
probationary period
• Cultural assimilation practices mostly
driven by people and not process from
open dialogue, regular check-ins and
roles and responsibilities discussion
• Opportunity exists to be intentional
about structuring social integration
activities
• Timeliness of buddy assignment
sometimes a challenge
92.3%
7.7%
Firm
3rd party
Nature of Employment Contract?

So, how did they now feel about their on-boarding experience, we were curious
Strongly Agree Agree Neutral Disagree
Count Percent % Count Percent % Count Percent % Count Percent %
I felt eager to begin work 15 57.7% 7 26.9% 3 11.5% 1 3.8%
I felt welcomed at my organization 16 61.5% 7 26.9% 2 7.7% 1 3.8%
I work in a friendly and supportive
environment
17 65.4% 7 26.9% 2 7.7% 0 %
I felt engaged and productive in my
work
12 46.2% 10 38.5% 2 7.7% 2 7.7%
• Overall level of engagement and productivity was 84% agree+.
• Challenges remain across this same metric of engagement and productivity (15.2%-neutral and dissatisfied) followed by the dip in
level of eagerness to begin work and feeling welcomed– a concern

According to CEB, effective onboarding helps improve new hire fit, and fit accounts for
over half the relative impact of quality of hire. (SA- Strong Agree- D- Disagree)
SA A N D
Count Percent
%
Count Percent % Count Percent % Count Percent %
I received essential
information about
[Organization’s] culture,
mission, vision, and values.
19 73.1% 6 23.1% 1 3.8% 0 %
I received information in a
timely manner
15 57.7% 7 26.9% 4 15.4% 0 %
I know what is expected of
me by my supervisor
10 38.5% 12 46.2% 3 11.5% 1 3.8%
I know what is expected of
me by my co-workers
9 34.6% 13 50.0% 3 11.5% 1 3.8%
I understand my job
responsibilities
11 42.3% 10 38.5% 5 19.2% 0 %
Findings
• Time to receive information,
role and team clarity still a
challenge
• Highest level of neutral
responses(5) on
understanding job
responsibilities results

Balancing people and process still requires.. well fine balance
SA A N D
Count Percent %Count Percent % Count Percent % Count Percent %
I understand the purpose
of my job
16 61.5% 8 30.8% 2 7.7% 0 %
I understand how my job
fits into the mission of my
organization
15 57.7% 10 38.5% 1 3.8% 0 %
I have the essential
supplies, equipment, and
support to do my job, or I
know where to find them
13 50.0% 8 30.8% 3 11.5% 2 7.7%
I understand my
organizations policies
concerning misconduct
and grievances
17 65.4% 8 30.8% 1 3.8% 0 %
Findings
• Emphasis on documentation-
process over people whilst
key and available is not paced
and becomes overwhelming-
information overload
• Organizational readiness- the
small things(Laptop, desk,
access cards) that matter
remain the biggest issues

Nonetheless, they thought these experiences worked well
Regular check ups from
supervisors and HR team
Training
Guidance and support in
assigned tasks from
colleagues
Life experiences shared by
senior colleagues and
company values
Peer group engagement
Games and bonding
activities that provided the
opportunity to connect
with colleagues
Soft Skills Training
Introduction to
Organisation’s Toolkit
Buddy Pairing
Extensive Job Description
& Training

And they emphasised that they received the least amount of value in these
types of activities
Overemphasizing mundane / theoretical aspects of the
organisation rather than paying attention to more
practical aspects
Sharing all information about the organisation at once
(both relevant ones and non-relevant ones), leading to
an information overload

Overall, onboarding is a key strategy to attract and retain in a digital world,
20
Consulting Firm E Digital
Native
Consulting
Firm A
Technology
Leader
Digital
Industrial
FMCG
Personalized onboarding to fit persons Job role - P P P P P
Provide general information before a new intake starts to reduce information
overload
- - P P P P
Two days onboarding (1st day – general overview of the firm WHILE the 2nd
day – is more role specific).FMCG is 3 days . Most follow up with technical
and job specific training post orientation
- P P P P P
First few days to observe and get to know how work is done before being
given substantial work
P P P P P P
People driven rather than process driven - P P P P P
Avenue to channel complaints (first point of call being the Line Managers) - P P P P P
Check-Ups to know how a new intake is doing - P P P P P
Work friendly environment; Creche, Nap rooms, Game rooms -
P - P P
Automated onboarding process. The completion of one step triggers the next - P P P P P
Effective Buddy system - P P P P P
Importance of the Line/Hiring Managers during onboarding - P P P P P
Flexible working hours P P P P P P
Emphasis on core value and employees personalizing it P P P P P P

Key Quotes from HR in Top Professional Firms
21

Key Quotes from Employees of Top Professional Firms
22

23
Key Quotes from Digital Native Firm

24
Key Quotes from Consulting Firm A

25
Key Quotes from Consulting Firm E

26
Key Quotes from Digital Industrial Firm

27
Key Quotes from Technology Leader

Outline
1. GLOBAL TRENDS
SHAPING
ONBOARDING
1. 2. OUR APPROACH
AND EXTERNAL
BENCHMARKING
4. GENERAL
OPPORTUNITIES FOR
ONBOARDING IN
NIGERIA FIRMS
3.ACCENTURE POV &
EMERGING
ONBOARDING TRENDS

29
WHAT IS EMPLOYEE EXPERIENCE?
Our Employee Experience offering brings together
Fjord’s Experience Design methods, with Accenture’s
assets and methods to help clients identify, design,
and bring to life the “Moments that Matter” for their
organization – creating a differentiated and delightful
experience enabled by technology and/or services.
2
9
29

WHY IS EMPLOYEE EXPERIENCE
IMPORTANT?
Acompany’s employees are at the forefront of bringing a
company’s brand, vision, and mission to life.
• If companies put employee experience at the
heart of their move to the future of HR, they
can create processes that are intuitive, fit-for-
purpose and provide an enriched experience.
• This leads to delivering differentiated
employee experiences to attract, develop,
engage, and retain top talent in today’s digital
economy.
• Leading companies are applying
consumer principles to raise the bar
for the employee experience,
delighting employees as they would
customers.
• As the nature of work, the workplace
and the workforce are all changing,
companies need to transform the
way they do HR.
TODAY… THE NEW…
30

Technology / Digital Service / Process Personal / Human
31
How services are structured and delivered is changing in today’s digital world – requiring an
experience-led approach to identify the Moments that Matter and design and deliver seamless
experiences across channels.
Experience ChannelsPersona
Employees
Managers / Leaders
Alumni
Retirees
Candidates / New
Joiners
Extended Workforce
Customers / Future
Joiners
Self-
Service
Web VoiceMail ChatMobile Social Text
“”
HumanAvatar
Recruiting
Onboarding
Recognition
Growth & Employee
Mobility
Productivity
Leave of Absence
> 70% of services Exception, differentiation
International Travel
Possible Moments that Matter
• Personalize, modernize, and optimize to drive better
experiences and create the business case for more
complex, higher-touch, differentiated experiences
• Use analytics to enable predictive experiences
• Social and mobile enables employees to connect,
collaborate, and crowdsource
• Differentiate and design integrated
experiences for Moments that
Matter
• Direct access to a person for high
touch needs (personal advocate)
• Coordination across functions
(e.g., HR, Finance, Facilities) and
channels
PRIORITIZING WHAT MATTERS
MOST TO EMPLOYEES
31

32
“I have a great product
or feature idea and I
know exactly where to
share this for
consideration.”
KEY MOMENTS THAT MATTER
ACROSS ORGANIZATIONS
INTERVIEW ONBOARDING
RECOGNITION
GROWTH &
EMPLOYEE
MOBILITY
KNOWLEDGE &
RESOURCES
PRODUCT /
SERVICE
CONTRIBUTION
LEAVING THE
COMPANY
PRODUCTIVITY
“I am known, and my
growth is supported
with opportunities to be
stretched, moved into new
roles, or stay right where
I’m at depending on my
need.”
“My onboarding
experience should be
personal and inspiring;
I have the resources I
need to have a great 1st
week, and I am able to
be productive on my first
day.”
““I just had my 1st
Interview; it was
warm, exciting, and
inviting, and even if I
don’t get hired I will
remain a fan of this
Company.”
Defining the ‘Moments that Matter’ across the employee lifecycle can help
HR design an end-to-end solution to identify, design, and bring to life the
‘Moments that Matter’ for their organizations – from strategy, to process,
organizational, and technology capabilities to deliver great experiences.
Moments that Matter tend to be consistent
across companies – how companies
differentiate these experiences depends on
their business and brand, key objectives,
and culture.
32Copyright © 2017 Accenture All Rights Reserved.

High impact initiatives to optimize onboarding experience in Nigeria
34
Line manager ownership and accountability supported by HR, IT & Facilities
1. Start Before Day 1 with relevant e- information and itinerary for Day1-2
2. Create a positive buzz with improv introductions
3. Invest in training and exposure to relevant stakeholders which is role specific
4. Highlight company’s global and more importantly local strategy, project and goals across SBU
5. Critical information still critical- Values ,Code of Business conduct, Travel expense retirement
6. Operationalize in line with business needs with proactive communication
7. Provide a budget for some branded items as small things matter STILL like lunch, parking space, access cards
and dialogue
8. Role, organization and location specific information upon sign on.
9. Create space and time to settle : easing new employee into the job vs sink and swim approach
10. Use 30days Checklist to measure and monitor

High level 30day onboarding program.. an example
35

Our Team
36
Ejemen
Okojie
Managing Partner
Vel Triplum
Uche
Obaloje
Technology
Consultant
Financial Services
Accenture
Lara Yeku
Country HR Lead
People Advisor
Specialist
Accenture
Chizi Onianwa
Human Resource Analyst/
Recruitment Coordinator
Accenture
Supported : Oluwatoyosi Jolayemi and Osi Naemeka
Toluleke
Adenmosun
Managing Director
Financial Services
Accenture

Reimagine Onboarding
Context Approach
• Create a project team involving a cross section of stakeholder
• Review existing Accenture Onboarding Strategy POV (point of view)
• In parallel, collate feedback on typical onboarding experience and identify
high impact practices (especially around culture mastery, strategy immersion,
direction and early career support)
• Given data privacy concerns, where possible identify and engage Managers in
these same organizations to gain a managers perspective
According to Google, new hires of managers who followed a simple onboarding
checklist became effective 25% faster than other employees.
Most companies are hiring a huge number of millennials into graduate trainee
programs and a lower number at the mid to executive level. The employee
experience expectations prior to joining a global firm is exceeding high given the
global footprint. So the challenge really is matching the brand reputation with the
employee experience during a critical moment that matters- onboarding . We
were keen to identify themes that correlate with a great onboarding experience.
Project Description
 Accenture team of resource will spend time over the course of 2 weeks to
review global onboarding practices and benchmark this informally with
practices across global firms located in Nigeria
 Research Accenture Point of View (POV) , Nigerian best practices and conduct
design thinking focus groups and brief survey to independently assess
onboarding practices focusing on new joiners experience versus expectations
and HR leader interviews
 The project will commence as a pilot to understand the Top 10 high impact
actions that firms can take to optimise their current onboarding strategy
Outcomes
 Identify and prioritize Onboarding Trends Across diverse Industries
 Identify high impact practices that ensure pre joining expectations where met
or exceeded during the onboarding process
Timelines
• 7th May- Project Approach approved. 9th May: Research Accenture POV, List of
participants( internal )finalized .Workplan and Survey Questions uploaded into
online tool(survey gizmo capabilities)
• 21st May- Location & external participants identified for internal/external
focus group leveraging design thinking approach. Invitation and survey
questions sent out to both parties
• 23rd May – Conduct l focus group offsite and internal in the office
• 24th May –Reimagine Onboarding Team to present their findings
Stakeholders & Scope
In-scope: Onboarding Strategy and High Impact Practices in Global firms
Out of scope- Organization Culture and Trainee Programs

Re imagine On boarding

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