International

Quality & Productivity Center: Onboarding Talent Conference 2008: Proven Strategies for Onboarding
and Retaining Talent from Americas Best Employers
Conference Report by: Melissa J. Alvarez, Organizational Learning & Development

Based on what I learned at this conference, the three most important things we need to adjust, incorporate, and/or more seriously act on in our own process as it has been developed so far would be (1) to move quickly to develop a robust portal for managers and new employees to easily access onboarding tools, resources, and support; (2) make social networking a priority in design & implementation as we move forward with the launch of our onboarding process; (3) integrate learning plans into the job plan & provide pre-populated plans for managers and new employees to work with & customize based on their needs.

Frequentlyreferencedstatistics: 5%ofnewhiresleavewithinthe1styear;Onboardingstartsw/selectionprocess,notthe1stday=Benefits:recruitingexcellence,lesscostly,higher productivity,higherclientsatisfaction 75%oftopperformingcompaniesparticipateinaformalonboardingprocess=Benefits:consistentexperienceforeveryonewhojoins,acommon messagegetscommunicated,exposuretotherightthingsresultingoalsaccomplisheditsimportanttocraftavividpictureofwhatagoodjoblooks like(notsimplysayingdoagoodjob). Internalbenchmarkingismoreimportantthanexternal 64%ofnewleadersfailw/infirst18monthsinthenewrole Robustonboardingpracticescanincreaseretentionbyasmuchas95% Newjobgreatestchallenges:71%citeestablishingrelationships&adaptingtoco.culture;29%citelearningnewjobresponsibilities

WhattoAvoidwithnewhires: 1 Talking/Lecturingatnewhiresonthefirstday Bombardingnewhireswithbenefitspaperworkon1stday DoingorientationonlyonDay1&/or2 Hiringsomeonetostartonadaywhentheirdirectsupervisorand/orteamornotintheoffice Havingsomeonestartemploymentandnothaveaworkspace,technology(e.g.computer,telephone,writingsupplies,etc.)readyforthem Notplacingvalueontheorganizationalsocialnetworkfromthestart

Thisconferencepresentedahostofideasandstrategiescompaniesandorganizationsfromvarioussectorshavefoundeffectiveinaddressingissuesof retaining,developing,andattractinghighperforming,wellintegratedemployees.Therecurringthemesthroughoutthepresentations,panels,roundtable,and informaldiscussionsthatemergedinclude: Robustonboardingprocessoverthefirst612monthsofnewhirestenure. SocialNetworkingsystems. Clearexpectationsofthenewemployeescontributiontothedepartment,organization. Learningplanstailoredtodifferenttypesofpositions,withflexibilityforcustomizationbymanager&employee. Seniorleadershipsponsorship&participationinsocialandlearningevents. Completionofbenefitsandhiringpaperworkpriortostartofday1. Peersupportsystems:buddyand/ormentoringfor1stmonthofemployment. ToolkitsforManagers&NewEmployeesthatareeasilyaccessible&visiblyclean/crisp:utilizingtechnology.

OnboardingBestPractices
Robustonboardingprocessoverthefirst612monthsof newhirestenure.Emphasisonorganizationalculture, values,roles,responsibilities,vividpictureofwhatagood joblookslike,solicitingfeedbackontheprocess,goes beyondawarenesstocreateunderstandingand commitmenttothemission,vision,andvaluesofthe company,providesmeaningtotheirwork,andallowsfor developingrelationshipsacrosstheorganization.

HFHIRecommendationsAlignedwithBestPractices ActionNeeded
1. Day1:values&ChristianNormsintheworkplace 2. Quarterly:HFHinDepthorganizationalculture, internalrelationshipbuilding,missionfocus, roots&Christianministry,identity&strategy 3. ManagerToolkit:keystodevelopingworkplans; suggestionsheetonwhattotouchbasewithnew employeeonduringmonths1,3,6,and9. 4. Localbuilds&teambuilds 5. Atlanta&Americusachievementbasedvisits2 timesperyear 6. Bimonthlylunchsocialsw/meaningful interactionw/peers&SMG Developfeedback tools/mechanismsfornew employee&manager

SocialNetworkingsystems.Formalizedandsystematized portalsand/oraffinitygroupsdesignedspecificallyto connectstaffacrossdepartmentsandlocations,basedon similarinterestsoraffinities.Welcomingeventsfornew hirestoengageinmeaningfulinteractionswithpeersand higherlevelmanagement. Clearexpectationsofthenewemployeescontribution tothedepartment,organization.Candidanddescriptive conversationsbetweenmanagerandemployeeabout expectations,responsibilities,roles,andhowthe employeewillcontributetodepartmentand organizationalgoalsuponstartofemployment.Ongoing feedbackmeetingstotouchbaseonprogresstowards meetingthosegoalsandexpectations. Diverseandmultisensory/medialearningopportunities. Haveamultitudeoflearningopportunitiesforemployees toaccesspriortoday1andthroughouttheirtenurewith theorganization.Focusshouldbejobonthe organizationsmission,vision,values,goals,andstrategy, jobspecific,skillandknowledgedevelopmentfor advancement.Synchronous,nonsynchronous,web based,onthejob,facetoface,andinstructorledcourses andtrainingopportunities.

1. Bimonthlylunchsocialsw/meaningful interactionw/peers&SMG 2. Localbuilds&teambuilds 3. Atlanta&Americusachievementbasedvisits2 timesperyear

Workw/communicationsto analyzecapabilitiesofcurrent systemtosupport&developa portalforpersonalprofiles& affinitygroups Haveanetworkingluncheon duringQ3 Designamilestones,timelineto accompanythetouchbase suggestionsheetwithtalking pointsandrecommendationsfor soliciting&receivingfeedback

1. ManagerToolkit:keystodevelopingworkplans; suggestionsheetonwhattotouchbasewithnew employeeonduringmonths1,3,6,and9; ExistingBestPracticesinHFHIlist;Week1 template

1. Createawebpagewheremanagerscanaccess requireddocumentsusingaselfservicemenu specifictoonboardingnewemployees&where newemployeescanaccesslearningresources 2. Leverageexistingpractices&resources: devotions,communitymeetings,HRorientation, HFHU,GlobalVillage,&Koinonia

Learningplanstailoredtodifferenttypesofpositions, withflexibilityforcustomizationbymanager& employee.Eachemployeeshouldhavealearningplanto supporttheirjobplanandtoshowtheorganization valueshis/hercontinueddevelopment.Webbased

1. Todolistwithnewhires[HR,IS,andOLDtasks]

BeginconversationswithIS, DirectorofLearningTechnology, DirectorofLearningSystems,and Communicationsregardingthe stepsneededtogettypeofportal operational. Begindesign&offeringof synchronouslearning. Utilizeconferencecallcourses. Compilealistofexistinginternal training&learningopportunities, withdepartmentalcontact& date/timesoffered Needtodiscussw/HR:jobplan doesnothaveareaforlearning plan

portalswithprepopulatedlearningplansbasedon specificpositions,thatallowformanagersandemployees toaddto/customize. Seniorleadershipsponsorship&participationinsocial andlearningevents.Executiveleadershipshouldbefully awareoftheprocess,thevalueineachelement,and communicatetheirsupportfortheinitiative.Senior leadershipfacilitatingsomeofthelearningevents communicatesponsorshipandvalueinparticipation. Personalizedcommunicationwithnewhirefromsenior leadership,directsupervisor&teammatespriorto1st day.Communicatingexcitementfromdirectsupervisor andteammatesafternewhireacceptstheofferandprior today1viaacardsignedbyallmembersoftheteam, seniorleadership,personalizedemail,and/orphonecall welcomingtotheteam.Inquiryfromdirectsupervisorto newhire,priortostart,oftheirneedsforasmooth transitionintohis/hernewpositionandorganization. Completionofbenefitsandhiringpaperworkpriorto startofday1.Providenewhireswithinformationon benefitstoreviewpriortoday1,givingthenewhireand familytimetolookthroughthedocuments,identify questions,andcompleteformsbeforestarting.New hiresareanxiousandeagertohaveasmuchinformation aspossiblebeforestarting,makeuseofthat.Useasmall portionofday1toanswerpressingquestionsregarding benefitsandreceive/reviewcompletedforms. 1. Bimonthlylunchsocialsw/meaningful interactionw/peers&SMG 2. 1stdayOrientation:VPvisitandbrief conversation Inplanningthebimonthlylunch socials,designopportunitiesfor SMGtofacilitate&participatein thelearningevents.

1. ManagerToolkit:Week1template,todolist withnewhires[HR,IS,&OLDtasks],existing HFHIbestpractices

DiscusscapabilitiesofHR&ISto dothis

Peersupportsystems:buddyand/ormentoringfor1st monthofemployment.Matchnewhireswithapeer mentororbuddytoturntofortacticalandoperational questionsthatpopupthroughoutthefirst30daysof employment.Usepeersasresourcesfortipsonhowto navigateinternalsystems:intranets,locationofsupplies, resources,andothereverydayfunctionalissues.Apeer outsideofworkunit,inadifferentdivisionallowsfor crossdepartmentalinteractionandbreaksdownsilos. ToolkitsforManagers&NewEmployeesthatareeasily accessible&visiblyclean/crisp:utilizingtechnology. Makeinformationeasytoaccessinintranetsystemsthat useresearchedvisualstrategiesforcallingtheattention ofalearner/user.Googlesearchtechnologiesarenice andencouragedforbeginningsystems,buttabswith actionwordsassociatedwiththetypeofinformation availableinthatspace,aswellas,imagesthatrelateto thattopicaremoreeffective(Avoidtextlistsunder categoriescanseemoverwhelminganddiscourageuse).

1. Formalizethealreadyexistinginformalbuddy systeminplacetoassistnewhireswiththe everydaytactical/operationaltasks&questions thatemergefornewhires:e.g.howtouseoffice equipment&softwarequickly&efficientlyfrom Day1tips&quickrunthroughsofthe functionalityofExpenseWatch,InSite, CommJobs,BuildaBrand,etc.

Continuetheconversationwith HRtointegrateintothe onboardingprocess.

1. ManagerToolkit:currentlywillbedevelopedin paperform;longtermgoalistocreatea webpage/portal 2. NewEmployeeToolkit:currentlywillbe developedinpaperform;longtermgoalisto createawebpage/portal

Workw/communicationsandIS toanalyzecapabilitiesofcurrent systemtosupport&develop suchaportal