• No results found

ONBOARDING & OWNERSHIP:

N/A
N/A
Protected

Academic year: 2021

Share "ONBOARDING & OWNERSHIP:"

Copied!
21
0
0

Loading.... (view fulltext now)

Full text

(1)

ONBOARDING

& OWNERSHIP:

The Journey From Rock-star Candidate To rocking Employee AMBER L. USHKA SPHR, SHRM-SCP Director, Human Resources ONVIA President VERTE SQUARE

(2)

AGENDA

 Case for Onboarding

 The Recruiting-HR Relationship  Engineering the Onboarding Vision

• Plan the trip

• Experience

• Reflect  Making it Real

(3)

BUILDING THE

BUSINESS

(4)

THE CASE

US working population experiences career transitions

Senior outside hires fail within 18 months in a new position

Half of all hourly workers leave new jobs within the first 120 days

Billion lost yearly in US /UK as a result of employees not understanding their jobs Onboarding improves retention rates

Onboarding improves time to productivity

Days employees get to prove themselves in new jobs

25%

50%

50%

$37

52%

60%

90

(5)

THE CASE

(6)

THE RELATIONSHIP

Application Evaluation Interview Decision Negotiation Acceptance Welcome

Traditional Recruiting Cycle

Candidate

New Hire

Paperwork Orientation 90 –day check-in Integration to PM

Performance Reviews

Traditional HRM Cycle

Employee

(7)

THE

VISION

(8)
(9)

THE VISION

 Plan the trip

 Experience

 Reflect

• Who is involved? • What’s the budget? • Where are you going? • How long to get there? • How to get there? • Where to stay? • What to do while

you’re there?

• Where to eat while you’re there? • Arriving • Checking in • Acclimating to the temperature • Knowing the amenitites • Unpacking • Engaging in activities • Meeting people • Creating relationships • Taking pictures • Writing in journal • Posting pictures and

sharing experience • Looking at pictures • Reminiscing

• Evaluating your experience

• Reaching out to keep in touch with those you met

(10)

THE VISION

Evaluation Interview Decision Negotiation Acceptance Welcome

Traditional Recruiting Cycle

Candidate

New Hire

Paperwork Orientation 90 –day check-in Integration to PM

Performance Reviews

Traditional HRM Cycle

Employee

Onboarding Plan

Envision Engage Gather Insights Plan the Trip Experience Reflection

The Onboarding Cycle

Individual

Back-End Work HR & Recruiting

Front End Work Employee Experience

(11)
(12)

MAKING IT REAL

Envision

The Onboarding Cycle

Individual

• What are we trying to solve for?

• What do we want the onboarding experience to look like? • Who should be involved in making it happen?

• Who is responsible for delivering the experiences?

• What is the timeframe for a fully on-boarded employee? • How do we make it easy for the individual?

• How do we make it special for the individual? • Is this scalable? Is this sustainable?

• What does success look like?

• How do we measure it, how often do we measure it? • How and when do we change it?

• Who needs to support/approve this and what is the mechanism for obtaining buy-in approval?

(13)

MAKING IT REAL

Engage

The Onboarding Cycle

Individual

• Formalize your business case • Formalize your program design

• Build your walking deck (program level)

• Meet with resources needed to support program and build consensus • Meet with contributors and obtain commitment

• Create/revise materials – Passport? • Set program review dates

(14)

MAKING IT REAL

Gather Insights

The Onboarding Cycle

Individual

• How was the company differentiated during recruiting? • How was the team, the role positioned during recruiting?

• What were the critical success factors for the role obtained during the requisition review, before recruiting even started?

• What was the feedback from the interview team? • What was the feedback from the candidate?

• What did the candidate’s references say about success for the individual?

• What kind of introduction is done from recruiting to HR? • How is the new employee engaged before start date?

(15)

MAKING IT REAL

Plan the Trip

The Onboarding Cycle

Individual

• Pre-arrival touch-points with new employee • Workspace procured

• Equipment procured • Access procured

• Workspace clean and set • First day lunch

• New hire paperwork

• Passport built and plan set – kickoff activities and spark curiosity

• Compliance – how-to’s; procedures; policies; business operations

• Clarification – role objectives; goal-setting; systems to support success, dependencies on departments, individuals, processes

• Culture – organization, department, team norms; how feedback is obtained, measured

(16)

MAKING IT REAL

Experience

The Onboarding Cycle

Individual

• Map of building, surrounding area • Tour

• Meeting immediate co-workers

• New hire arrival mail to organization (including picture) • Passport Travel

• Clarification – Meeting with direct manager and skip manager; Rhythm of the Business overview; Tool training on systems for role

• Culture – Review employee satisfaction data; discuss listening systems and feedback networks; set expectations about culture involvement

• Connections – Meetings with peers; meetings with subordinates (if manager); meet with department heads to drive understanding of the business; meet with external partner companies

(17)

MAKING IT REAL

Reflection

The Onboarding Cycle

Individual

 30 days

• Landing 1:1 with HR  90 days

• Landing 1:1 with HR & Recruiting • Manager Check in with HR

• Goals Set  120 days

• Onboarding Survey  180 days

• Acclimation 1:1 with HR

• Acclimation Check in with Manager/HR  365 days

• Integration 1:1 with HR & Recruiting

(18)
(19)

MEASURING SUCCESS

 New Hire retention

 New hire performance

 Employee movement (i.e. new hires)

 Onboarding experience survey results

 Anecdotal feedback during touchpoints

(20)
(21)

Amber Ushka

SPHR, SHRM-SCP

Director, Human Resources

Onvia

206-373-9406 ofc

aushka@onvia.com

President

Verte Square

425-327-4306 mobile

Amber.ushka@outlook.com

www.vertesquare.com

References

Related documents

For speech act accounts to be viable for complex imperatives, then, we must jettison the Standard Account and broaden our understanding of (i) the types of speech act an utterance

Comparative statistics bringing together care and education data should be collected and published by the EU and by national governments’ (Jackson & Cameron, 2012, p. The second

– Recommended life cycle management business processes for the subset of ancillary assets...

Figure 6. Comparing two models of induced contractions. Loading pressure versus magnitude of induced contractions calculated as A) equivalent pressure, B) apical tension, or C)

A more complex example of behaviours that real people find difficult or impossible to perform incorrectly is that of beat emphasis. For example, when a person is describing a dog,

of somewhat surprising findings may be a quirk of the relatively high level of pre- service mathematics study in this particular sample: a) a strong mathematics

• Should there be a budget for services other than the Perinatal CTRC, such as a Perinatal Research Advocate and the Perinatal Research Subject Recruitment Program and the

Select SLIDE MASTER to Insert Briefing Title Here Optimized Performance Standardized Documentation Talent Management Core Values Shared Accountability. Patient