Tony Warner

What’s the goal of hiring new employees?

To be more competitive in the market place

Derek Moscato, HR Magazine,April 2005

“Companies that can reduce the on-boarding time will find themselves at a competitive advantage because employees will reach full productivity sooner, will have higher morale and will be more likely to stay on the job.”

What employees say…

• “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”?

Time frame an employee makes the decision to stay

0% 5% 10% 15% 20% 25% 30% 35% 40%

First Day

First Week

First Month

First Six Months

First year

Two Year

Other

Source Aberdeen Group

The Business caseOn-boarding Impacts ROI

• Nearly an average of $16,000 per employee – CIPD

• $13,355 per full-time private-sector worker in 2004 – Employment policy foundation

• Cost of failure = nearly 24 X base salary - Michael Watkins

• 30 percent of annual salary for hourly paid employees - Cornell University

• 1.5 times annual salary- Saratoga Institute and Hewitt Associates

CIPD- CHARTERED Institute of Personnel and Development

AssessmentAssessment

AcquireAcquire

AccommodateAccommodate

AssimilateAssimilate

AccelerateAccelerate

5 Stages Associated with On boarding

• Assess the need by building the position business case

• Build a position profile

• Define the key performance indicators

• Outline the compelling story

• Write interview material

• Define the sourcing strategy

• Define the Recruiting plan

Acquire- Stage 2Acquire- Stage 2• Recruit candidates with a compelling story

• Select the right person for the team and get the right person to join the team

• Pre-boarding activities

• Begins at verbal acceptance

• Leverages existing information

• Forms and Content

• Initialization- what to expect

• Define first week, month, 3 & 6 months

Accommodate /Affirmation-Stage 3Accommodate /Affirmation-Stage 3• Provide the tools needed to do the work

• Provide cultural liaison

• Confirm the Brand Promise- Opportunity is as described

• Socialization

• New Hire Community

• Manager Welcome

• Key Introductions

Assimilate- Stage 4Assimilate- Stage 4• Mission/vision/values overview

• Learning Maps – understanding your business

• Model the culture you aspire to

• Testimonials- work friends

• Clarify work conditions/unspoken rules-Tribal knowledge

• Job specific & functionspecific info

Accelerate- Stage 5Accelerate- Stage 5

• 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

• Performance Management- KPI’s

Three players must be involved!• The manager

• The company

• The employee

EmployeeEmployee

ManagerManager Company

The Manager

• Drives the process

• Builds the relationship

• Focuses on dialogue

• Shares priorities and expectations early in the process

The critical role in integrating direct reports!

The Employee

• Takes responsibility

• Seeks clarity

• Takes action

The Company-

The sum of employees & managers relationships

• Working relationship?

• My style, your style

• The integration of the culture

• Values and shared experiences

• Work life friendship

• Flawless start-up

• Realization of the brand promise

Pre-arrival

1. Organization vision

2. History & Culture

3. Infrastructure

4. Access to tools/resources

5. Cultural Liaison

Orientation-week1

1. Access to tools/ resources

2. Infrastructure

3. Forms and Benefit Education

4. Setting up key meeting

On-Boarding-first month

1. More Specific information on business unit

2. Clear expectations on performance

3. Importance on position

4. Introductions to Senior Leadership

Ongoing support

1. Early feedback on performance

2. Regular check-in with new hire

� Build a business case� Develop clear program goals and metrics� Obtain senior level support and involvement� Make it relevant, timely and fun� Consider the emotional and perceptual take-always of

the program� Remember… An effective program should:

� Make new hires feel welcome� Inspire pride� Help them see the big picture� Reinforce that they have made a good decision by joining your

organization� Increase productivity !!!!!!