ONBOARDING

How To Get Your New Employees Up To Speed In Half The Time
AUTHOR: George Brady and Mary Vonnegut PUBLISHER: John Wiley & Sons, Inc. DATE OF PUBLICATION: 2009 215 pages

FEATURES OF THE BOOK
Onboarding By George Bradt and Mary Vonnegut

Onboarding is a guide to recruiting great employees, orienting them to the business culture and goals, and enabling them to start contributing immediately. George Bradt and Mary Vonnegut, two top executive transition consultants, provide methods for developing a Total Onboarding Program.

THE BIG IDEA
Onboarding By George Bradt and Mary Vonnegut

In Onboarding, George Bradt and Mary Vonnegut provide a how-to guide for establishing a Total Onboarding Program designed to acclimate any employee taking on a new role within an organization.

INTRODUCTION
Onboarding By George Bradt and Mary Vonnegut

In Onboarding, authors George Bradt and Mary Vonnegut provide a how-to guide for establishing a Total Onboarding Program designed to get the best out of any employee taking on a new role within an organization. Onboarding refers to the process of acquiring, accommodating, assimilating, and accelerating new team members.

PART I: PREPARE FOR A NEW EMPLOYEE¶S SUCCESS BEFORE RECRUITING
Onboarding By George Bradt and Mary Vonnegut

Studies have shown that due to the disruption inherent in all organizational transitions, combined with the ever-present risk that a person may be misaligned in a new role, many new employees either fail or decide to leave within the first six months. Additionally, as many as 50 percent fail to deliver what their organizations expect of them. This phenomenon is primarily caused by the way most organizations split up their recruitment, orientation, training, and management efforts. Total Onboarding Programs are designed to integrate and improve these disconnected experiences and messages so that a new employee is prepared to excel in any new position from day one.

PART I: PREPARE FOR A NEW EMPLOYEE¶S SUCCESS BEFORE RECRUITING
Onboarding By George Bradt and Mary Vonnegut

A significant and often overlooked part of the onboarding process begins before a company recruits a candidate. Companies should define job scope expectations and guidelines before the recruiting process begins, allowing prospective new employees to fully understand their role within an organization by their first day on the job.

PART I: PREPARE FOR A NEW EMPLOYEE¶S SUCCESS BEFORE RECRUITING
Onboarding By George Bradt and Mary Vonnegut

This pre-recruitment planning process provides a good opportunity to actively think through a plan in advance, document it, and align everyone around it that will be involved in onboarding a new employee. A detailed, written timeline will eliminate potential inefficiencies and communication blunders, and it will ease the transition of an employee into their new role as well as help to bring them up to speed quickly. It is important for companies to think through not only the reasons for hiring somebody, but also how the new hire may impact others in the organization.

PART II: RECRUITING IN A WAY THAT REINFORCES YOUR MESSAGE
Onboarding By George Bradt and Mary Vonnegut

It is critically important to consider how prospective recruits will fit into the culture of the organization, and taking the time to communicate the organization¶s overall messages will help create a powerful slate of potential candidates. Working in an organization whose values are inconsistent with one¶s own can be stressful, deflating, and not conducive to engagement. Making these values clear to potential candidates early on is vital.

PART II: RECRUITING IN A WAY THAT REINFORCES YOUR MESSAGE
Onboarding By George Bradt and Mary Vonnegut

When it is time to make a job offer to the most qualified candidate, companies should employ a strategic selling approach to ensure that the right candidate will accept. With this approach, companies take several precautionary steps before extending the job offer, including identifying the players that influence the prospect¶s decisions (such as key family members and other influencers).

PART II: RECRUITING IN A WAY THAT REINFORCES YOUR MESSAGE
Onboarding By George Bradt and Mary Vonnegut

At this time, the company should pinpoint why the organization and role are right for this particular candidate, and vice versa. In addition, the company should identify any concerns and plan how to address them. These steps should be taken before the actual offer is extended. Companies then can continue the selling campaign by issuing verbal and written offers, making follow-up phone calls and other live meetings.

PART III: GIVE YOUR NEW EMPLOYEE A BIG HEAD START BEFORE DAY ONE
Onboarding By George Bradt and Mary Vonnegut

A lot of planning is required to give a new employee a head start, and that planning needs to be done well in advance. Co-creating a personal onboarding plan with the new employee will provide a framework for how they will function in their new position and will help to foster a working relationship before their first day. An ideal personal onboarding plan contains four phases: prework, listening, working together, and handing off:

PART III: GIVE YOUR NEW EMPLOYEE A BIG HEAD START BEFORE DAY ONE
Onboarding By George Bradt and Mary Vonnegut

Prework is designed to set the new employee up for success by identifying the various stakeholders, providing them with crucial information, and allowing them to start thinking about a plan. Listening involves demonstrating that a new employee¶s input is valued, and the first planning meeting is a good opportunity to allow them to present their own plan ideas.

PART III: GIVE YOUR NEW EMPLOYEE A BIG HEAD START BEFORE DAY ONE
Onboarding By George Bradt and Mary Vonnegut

Working together simply refers to working through the employee¶s plan, then revising and updating the plan together as needed. Handing off consists of stepping back and allowing the employee to implement the plan using the principles of EASE: ‡Encourage ‡Align others around the plan ‡Solve problems that get in the way ‡End distractions by helping him focus on what really matters

PART IV: ENABLE AND INSPIRE YOUR NEW EMPLOYEE TO DELIVER BETTER RESULTS FASTER
Onboarding By George Bradt and Mary Vonnegut

The ultimate purpose of a Total Onboarding Program is to integrate a new employee into a high-performing team, which can then ideally produce better results faster. It is the job of the employer to provide resources, support, and follow-through to ensure that the onboarding employee can function efficiently in their role within that team. There are five building blocks for a high-performing team:

PART IV: ENABLE AND INSPIRE YOUR NEW EMPLOYEE TO DELIVER BETTER RESULTS FASTER
Onboarding By George Bradt and Mary Vonnegut

1. Imperative: clarity around what needs to be accomplished 2. Milestones: clarity around who is doing what, and when 3. Early wins: selecting those accomplishments to deliver faster than normal 4. Roles: getting the right people in the right roles 5. Communication: constant and concise interaction between team members

PART IV: ENABLE AND INSPIRE YOUR NEW EMPLOYEE TO DELIVER BETTER RESULTS FASTER
Onboarding By George Bradt and Mary Vonnegut

Establishing a timeline to put these pieces into place will give the onboarding employee and their team a way to measure progress and to identify and address any problems. Getting a team aligned and engaged around a burning imperative is the foundation of a good team. A burning imperative is a clear, sharply defined, intensely shared, and purposely urgent understanding of what the team is supposed to do and how it works with the larger aspirations of the team and the organization. It is the job of the employer to provide resources and support to accelerate success and to continue to lead and inspire even after the onboarding process is complete.

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Onboarding By George Bradt and Mary Vonnegut

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