engaging new employees through effective onboarding - 13aug15
TRANSCRIPT
Copyright©2015, Talent Map. All rights reserved.
ONBOARDING: YOU NEVER GET A SECOND CHANCE TO MAKE A FIRST IMPRESSION
Webinar: August 13, 2015
Copyright©2015, Talent Map. All rights reserved.
2Topic Agenda
Item Time (min)Introduction to TalentMap 5What, Why and How of “Onboarding” 15-20Cases, Best Practices, Tips and Tools 10-15Q&A 5-10
Agenda
Sean Fitzpatrick, President and CEO - TalentMap
Loue Mosca, Director of Sales, Ontario - TalentMap
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3
The Cause of Employee Dis-Engagement
We live in 2015 and work in 1970.
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4
Not Enough Executive Attention
Does an executive ’s brain in your enterprise represent a balanced view?
Or is the focus primarily on the financials?
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5
TalentMap by the Numbers
• 15+ years in business• 1,000+ engagement survey projects launched since inception• Hundreds of engagement survey projects launched each year• 1 million+ employees surveyed annually• Benchmarks by size, industry, geography and others• Products include standard and custom
• Engagement, Pulse, Entry, Exit, 360 & Custom (Culture, Safety, etc.)
• Services include action planning• Focus groups, workshops, blended leadership training & coaching
• Only 1 Focus
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6
Sample Clients & Benchmark
Programs & Partners Technology & Engineering Nonprofits/Government Healthcare
Financial Services Logistics & Other
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7
Some Of Our Associations / Partnerships
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8
Our Products/Services
• TalentGage & TalentGate Pulse• engagement, productivity, retention, innovation, discretionary effort
• TalentEntry/Exit & Talent360• onboarding, productivity, engagement• exit feedback, engagement, employment experience• leadership development, engagement, discretionary effort
• TalentGate Platform• Self manage- design, deploy and report platform with expert advice
• TalentMap Action Planning Services• Consulting• TalentAction Platform• TalentMap Academy
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9
We Answer Four Key Questions
1. How engaged are your employees? (scale out of 100)
2. How effective are your workplace practices?
3. What are your most powerful drivers of engagement?
4. Where should you focus your efforts to improve engagement? (for your biggest ROI)
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10
We Help you Connect the Dots for Your Executives
Employee Engagement
Employee Productivity
Employee Retention
Discretionary Effort
Customer Value
Customer Satisfaction
Revenue Growth
Profitability
TalentMap’s 12 high performance work practices that drive employee engagement
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11
Onboarding
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Job Hopping – the ‘New Normal’
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0
5
10
15
20
25
1950s 1960s 1970s 1980s 1990s 2000s
US Department of Labor, Employee Tenure Surveys (1995-2000)
Years of Service
Depression Survivors
Pension Seekers Victims “Free Agent
Nation” 2000
* 1/3 in jobs less than 2 years
* 2/3 in jobs less than 5 years
* 1/2 employed on interim/contract basis
* 3.5 years average
Why Onboarding Now?
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14
We Are Punishing Our Long Time Employees
• The average raise an employee can expect is 3 percent• If an employee leaves a company - a 10-20 percent
increase• extreme cases, they may even see as much as a 50 percent
bump.
• We’ve cultivated a system in which employees who are loyal to their companies are financially punished and those who jump ship every few years are financially rewarded.
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15
Building Awareness! - Last 10 years of Google Search
June 2015100%
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16
What Is Onboarding?
• Onboarding is the process of bringing new hires into your company—what Wikipedia calls “organizational socialization.” • When onboarding is well-executed, the new hire feels welcomed and
integrated. Expectations are clearly communicated, mentors and training opportunities are provided, and feedback is offered to support growth and correction.
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Current Performance
• Only 39% of managers satisfied with integration efforts —RHR Consulting
• Only 56% of employees feel their managers have a good knowledge of what they do and provide for the use of their unique talents.
— TalentMap
• An average of 50% of newly hired executives quit or are fired within their first three years
— Harvard Business School
• 89% of new hires don’t have knowledge needed to “hit the ground running”
— AIRS
• 46% of newly-hired employees will fail within 18 months, while only 19% will achieve unequivocal success
— Leadership IQ
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18
Onboarding Should Be a Top HR Priority
• 25 percent of the working population experiences career transitions
• Managers begin new jobs every two to four years.• 50% of senior outside hires fail within 18 months
in a new position.• 50% of hourly workers leave new jobs within the
first 120 days. percentage of annual salary to replace an employee:
- Entry level: 30–50 percent- Mid-level: up to 150 percent- High-level or highly specialized: up to 400 percent
Source: SHRM Foundation’s Effective Practice Guidelines Series
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19
The Costs of Turnover Adds Up Fast
Assume you loose 12 employees in one year, averaging one per month.
Six of these employees were entry level, with an average salary of $40,000. • It costs, on average, $16,000 to replace each employee at 40 percent of their
annual salary, for $96,000 total.Four of these employees were mid-level, with an average salary of $80,000. • It costs, on average, $120,000 to replace each employee at 150 percent of
their annual salary, for $480,000 total.Two of these employees were senior, with an average salary of $120,000. • At 400 percent of their annual salary to replace them, you’re looking at
almost $1 million, specifically $960,000.
Add everything up and you’re looking at costs of over $1.5 million to replace just 12 employees. Numbers seem high? Fair enough – there are organizations that estimate replacement costs to be lower.
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When Do Your New Hires Leave?
What percent of your new hires leave within their first year?
0 – 5% 6 – 10% 11 – 20% 21 – 30% Over 30% Not Sure
Top performing companies have less than 5% of new hires leave the company during their first year
Top performing companies have over 95% of new hires participate in a formal process
85% of top performing companies solicit feedback from new hires at each stage of employment
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What Employees Say… Talentmap Entry Surveys
• “On-boarding was great, but then I went to my work area and realized none of that mattered now”
• “More by luck that someone settles in”
• “No clear idea of what’s needed in the role”
• “My manager was so busy, I didn’t even see him until my second week on the job”
• “My peer “Buddy” handed me four product manuals, and told me to start reading – After two days of that wondered what have I done taking this job”?
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What Are Your Peers Doing?
• Online survey to HR Professionals
• February 18 - 28
• 37 Responses
Respondent profile:
Government40%
Nonprofit
9%
Public
15%
Private24%
NGO/Other12%
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What Do You Feel Is The Number One Reason For Improving Onboarding?
47%
22%
14%
6%0%
11%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Improve retention
rates
Improve time to
productivity
Improvestakeholdersatisfaction
Improveorg. brand
Reduceadmin. cost
Other
Fre
qu
enc
y (%
)
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In Your Experience, What Percent Of Organizations Collect Systematic Feedback From New Employees?
50%
33%
3% 3%
11%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Less than 5% 5-20% 21-50% More than 50% Don’t know
Fre
qu
enc
y (%
)
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25
Structured Onboarding Impacts Retention & Engagement
• A structured onboarding program - 58% more likely to remain with the organization after three years:
• Source: Wynhurst Group
• The first 90 days of employment (often called the probationary period) is pivotal to building rapport with the company, management and coworkers.• A study of 264 new employees published in the Academy of Management Journal
found:• when support levels were high from the team and leaders, new hires often had more
positive attitudes about their job and worked harder. • when not offered, the inverse occurred, leading to unhappy and unproductive employees
who didn’t make it much further than four months.
• Onboarding increase satisfaction, clarifying expectations and objectives to improve performance, and reduces unwanted turnover.
• Source: SHRM Foundation’s Effective Practice Guidelines Series
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26
Structured Onboarding Impacts Retention & Engagement
Onboarding helps new employees adjust to their jobs by establishing better relationships to increase satisfaction, clarifying expectations and objectives to improve performance, and providing support to help reduce unwanted turnover.
Source: SHRM Foundation’s Effective Practice Guidelines Series
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27
After Selection and Entry, New Employees Go Through Multiple Adjustments
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The 4 Levels of On-boarding…
The Job(clarification)
The Job(clarification)
The Fit(culture)The Fit
(culture)
The Affirmation(connection)
The Affirmation(connection)
The Basics(compliance)The Basics
(compliance)
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Level 1 – The Basics
• “Welcome Wagon”• Satisfies legal/HR Needs• Benefits enrollment/paperwork• Overview of the organizational chart• Company video• Product/Services overview• Computer training
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Level 2: The Affirmation
• A fun experience• Exposure to executives• Party favors• The tour was great• Good first impressions• Introduction to others/network building
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Level 3: The Fit
• Mission/vision/values overview• Learning Maps – understanding your business• Model the culture you aspire to • Customer testimonials• Clarify work conditions/
unspoken rules of the road• Job specific & function
specific info
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Level 4: The Job
• Put managers & employees at the center• Goal & strategy alignment• Build the foundation for essential relationship• Seek ways to shorten the learning
curve• Expand your reach – redeployment
and beyond
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33
The Onboarding Continuum: - Where do you stack up?
OnboardingStrategy Level
The BasicsCompliance
The JobClarification
The FitCulture
The AffirmationConnection
Percent
Passive YES Some Little/None Little/None 50%
High Potential
YES YES Some Some 30%
Proactive YES YES YES YES 20%
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Onboarding Equation
Computer/softwareIdentity
AcronymsWho does what?
Business cardsPayroll/Benefits
AssignmentGoals
InvolvementContributionRecognition
Relationships
Irritants/Turn-offs
Engagers
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Case Study
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Case Study
• A leading designer, manufacturer and marketer of innovative products for the communications market.
• Headquarters in Ontario: offices worldwide in Europe, Asia Pacific, and the Americas.
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TalentMap Surveys Used To Measure The Employee Experience
• Three phased employee entry survey• Recruitment• Onboarding• Becoming Productive
• Student/intern surveys
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What They Have one - As A Result
• Recruitment• Entry survey provided valuable data regarding:
• The hiring process (time to hire, rounds of interviews, quality)
• Why people are joining,• Feedback on career website, and• Regional differences.
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Results
• Entry survey – Onboarding• Shorter first day session• Increased focus on supporting departmental
orientation• Increased emphasis on consistent experience for all
• including remote, regional and home workers
• Separated onboarding into 3 stages:• pre-hire• new hire (first day/week), and• post hire (1-3 and 3-6 months after joining)
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40
Summary
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60%
Lack of Systematic Feedback
Onboarding Exiting
2%4%
Workforce
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43
TalentGate – One Survey Platform
1. Analyze trends across channels2. Zoom into individual
customer/employee segments3. Zoom out for big picture4. Integrate with existing systems5. Text analytics6. Key driver analysis7. Turn data into insights
1. Employee Engagement2. Employee Feedback (Exit, Entry, 360)3. Safety Surveys4. Customer Satisfaction5. Voice of the Customer6. Net Promoter® Score7. Website Feedback8. Product Feedback9. Customer Service10. Ad hoc Surveys
Action Planning Workshops• Internal communications • Deep dives on issues• Train the trainer/managerBest Practices Portal: • Best practice platform• View and share results• Create action plans• Engagement best practicesTalentMap Academy: • Blended training program • Engagement centric• Aligned to corporate goals
Award Winning Support
World Class Employee Engagement & Survey
Expertise
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Typical Questionnaires, Topics and Timing
Survey 1:Joining(2wks-1 month)
Recruitment InterviewToolsResources
Survey 2:Orientation & Training(3-4 months)
Corp. OrientationDept. OrientationFormal Training Informal Training
Survey 3:Socialization(7-8 months)
ValuesCulture & TeamManagementEngagement
44
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45
Best Practices for Onboarding
✔ Implement the basics prior to the first day on the job. ✔Make the first day on the job special. ✔ Use formal orientation programs. ✔ Develop a written onboarding plan. ✔Make onboarding participatory. ✔ Be sure your program is consistently implemented. ✔ Ensure that the program is monitored over time. ✔ Use technology to facilitate the process.
✔ Use milestones, such as 30, 60, 90 and 120 days on the job—and up to one year post-organizational entry—to check in on employee progress. ✔ Engage stakeholders in planning. ✔ Include key stakeholder meetings as part of the program. ✔ Be crystal clear with new employees in terms of:• Objectives• Timelines• Roles• Responsibilities
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46
Onboarding Tool: Conversation GuideSome useful questions to ask during onboarding conversations
Learning• Give me your read on the general situation at the firm.• What strengths/capabilities are required?• Which strengths/capabilities exist now?• Can you offer some examples?Expectations• What do you see as high priorities?• Lower priorities?• Current untouchable topics?• What resources are available to invest against these priorities?Implementation• Tell me about the control points, both metrics and process, such as meetings, reports, etc.• Tell me about some of the decisions we make.• Who makes them, and who else is involved?• How?• What is the best way to communicate with you, including mode, manner, frequency and
how to deal with disagreements?
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Contact TalentMap for our Onboarding Guide and Checklist
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48
The Research is Clear When Onboarding is Done Correctly
• Higher job satisfaction• Organizational commitment• Lower turnover• Higher performance levels• Career effectiveness• Lowered stress
Contact TalentMapWe can help you create
your onboarding ROI
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Event Format Topic DateTalentMap Webinar Live Webinar MANAGING EMPLOYEE
ENGAGEMENT DURING MAJOR ORGANIZATIONAL CHANGE
THURSDAY, SEPTEMBER 24, 12:00PM 1:00PM
Upcoming TalentMap Learning Sessions
[email protected], 500