personnel cabinet on board presentation

8/8/2019 Personnel Cabinet on Board Presentation

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Happy to Be HereNow What?


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Success Factors for Employee On-Boarding


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What is Onboarding?


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Onboarding Defined

Onboarding is the process of integratingemployees into their new work environment. It isthe last stage of the recruitment process, goes

beyond the orientation process and is the firststeps toward retention.

Onboarding focuses on the following:

a strong employer welcome,

affirmation of the employees right choice in a job,

affirmation that the employee fits into the cabinet,and

long-term relationship building.


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Onboard v Orientation:Event vs. On-going process

TYPICAL ORIENTATION ONBOARDING

Transactional focus and goals Strategic focus and goals

Less than one week Includes first year

Owned and executed by humanresources office

Integrates multiple offices,functions and individuals

Addresses some new employeeneeds

Addresses all new employee needs from information, equipmentand accounts to training andnetworking

Employee attends Employee is active participant withvested interest in success

Yields new hires with completedpaperwork and some generalinformation

Yields successful first year for newemployees maximizesemployee engagement and

retention


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Memorable Moments:

Think back:

To your most successful onboarding

experience what made itsuccessful?

To your most unsuccessfulonboarding experience whatmade it unsuccessful?


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Personnel Cabinet Who We Are

Leadership & Strategic Direction

Defining CultureAligning & Engaging Employees

Coaching & Teams

**We must know who we truly are / do before helpingothers to know the same!


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Successfully Onboarding

How many of youHow many of you

believe that you on-

board new employees?

believe that your on-boarding is fully alignedwith Cabinet goals and

objectives?

see opportunities forimprovement?


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Derek Moscato, HRMagazine,

April 2005

Companies that can reduce theon-boarding time will findthemselves at a competitiveadvantage because employees

will reach full productivity sooner,will have higher morale and will bemore likely to stay on the job.


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On-boarding Impacts ROI

Research conducted by theRecruiting Roundtable in 2005revealed that effective onboardingprograms can improve employeeperformance by 11.5%

Key onboarding activities consist

of


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Employee lifecycle

understanding the employeelifecycle:

Understanding our role as a leader through this process

But.

Forecast &Find Talent

Onboard ManageTalent

Transition


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On-boarding Impacts ROI

The cost of losing an employee in the first year is estimatedto be at least three times the salary ~ The Wynhurst Group

New employees who went through a structured on-boardingprogram were 58% more likely to be with the organizationafter three years ~The Wynhurst Group

22% of staff turnover occurs in the first 45 days ofemployment~ The Wynhurst Group

46% ofrookies wash out in their first 18 months found a

study of 20,000 hew hired employees ~ Leadership IQ

Many companies leave executive on-boarding to chance andas a result experience failure rates in excess of 50% when itcomes to retaining new executive talent~Egon Zehnder

International 2007


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Impact on Emotional ROI?


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The Challenge of the NewJob

To find a parking spot, (routine)

To make a good impression

To be affirmed - they chose a good place:(Company and Culture information)

Manager Information w

ho do I work for? CanI trust? How will I be treated when I make a

mistake?

Whats my job? How can I use my talents to besuccessful?

Employee Needs - all over the map:


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The 4 levels of On-boarding

The Job

The Fit

The Affirmation

The Basics


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Level 1 The Basics

Welcome Wagon

Satisfies HR / Legal Needs

Benefits enrollment/paperwork

Overview of the organizational chart

Mission, Vision, Values

what the we do overview

Computer / KHRIS / Cabinettraining


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Level 2: The Affirmation

A fun experience

Exposure to executives

The tour was great Good first impressions

Introduction to others/network

building Introduction to culture /

environment


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Level 3: The Fit

Mission/vision/values overview wheredo I fit?

Learning Maps understanding your role/ responsibilityAt the business levelAt the cabinet levelAt the state level

Model the culture you aspire to

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 thecenter

Goal & strategy alignment Build the foundation for essential

relationship

Seek ways to shorten t

he learningcurve

Expand your reach redeploymentand beyond


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Three Groups must beinvolved!

The manager

The Cabinet

The employee

Employee

Manager Cabinet


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The Line Manager

Drives the process

Builds the relationship

Focuses on dialogue

Shares priorities and expectations early inthe process

The critical role in integrating direct reports!


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The Line Manager

Examples


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The Employee

Takes responsibility

Seeks clarity

Takes action


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The Employee

Examples:


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Manager-EmployeeRelationship

How are we going to work together?

My style, your style

Background, common ground

Both seeking a flawless start-up

What do we really expect from eachother?


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The Cabinet

Onboard Overview how is it defined?What does it look like? How does it work?

How do we tie in the Big Questions?

Identify Responsibilities

Identify Key Information to Disseminate

Promote Accountability

Examine communication exchange

Encourage ongoing dialogue at all levels

Continually assessing the On-BoardingApproach


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Review of Cabinet OnboardProcess: What does it look like?

CabinetRoll-OutPlan Starts with recruiting

Job descriptions

Responding to candidate questions

First DayWelcome letter

Email & welcome from Secretary

Email & welcome from Agency

Orientation

The Day After

W

eve only just begun

vis

ual


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Align to mission and vision Connect to culture, strategic goals and priorities Integrate across process owners Apply to all employees

+ PROCESS OWNERS + PROCESSS CHAMPIONS + EMPLOYEE

PRINCIPLES

ROLES

PROCESS PHASES AND KEY ACTIVITES

Before First Day First Day / Orientation First Week First 90 Days First Year

Extend personal welcome

to employeeCommunicate first day

logistics to employee

Send paperwork in

advance and / or online

portal access

Prepare for employee

(checklists, inform

team,)

Focus on sharing the

mission vision and valuesIncorporate executive

leadership

Orient employee to

organization and office

norms

Introduce employee

mentor

Meet immediate

requirements foremployment

Ensure direct

managerial developmentSet performance

expectations and job

scope

Assign meaningful work

Communicate resources

or networks required for

work

Provide essential training

Monitor performance andprovide feedback

Obtain feedback through

new hire survey / cabinet

surveys and other means

Create employee

development plan

Recognize positive

employee contributionsProvide formal and

informal feedback on

performance

Reinforce employee

development plan

OUTCOMES

High employee job satisfaction level Retention of high-per forming employees Continued employee engagement and commitment Faster time-to-productivity

Getting On Board: A Model for Integrating and Engaging New Employees. Partnership for Public Service. Booz Allen Hamilton. May 2008


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Leadership Quotes

http://video.google.com/videosearch?q=famous+leadership+quotes&www_google_domain=www.google.com&hl=en&emb=0&aq=1&oq=famous+l

ea#q=leadership%20quotes&hl=en&emb=0


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Questions?


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Thank You!Thank You!

personnel cabinet on board presentation

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