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Course Title The Precast Show AGENDA ONBOARDING BEST PRACTICES • Why onboarding FOR MILLENNIALS AND ALL matters EMPLOYEES • Model for onboarding • Best practices and ideas • Technology & Bob Verchota, MHA, SPHR Gamification RPVerchota & Associates [email protected] • Covid 19 and 218-760-0558 Onboarding 1 2 precast.org/education precast.org/education 1 2 DAY 1 ORIENTATION MONTH 1 - SINK OR SWIM 3 4 precast.org/education precast.org/education 3 4 MILLENNIAL WORKFORCE Workforce 2020 Millenials 46% Other 54% 5 6 precast.org/education precast.org/education 5 6 NPCA 1 The Precast Show PRIORITIES MILLENNIALS AND GEN ZS Take from Pew Website 10.14.19 7 8 precast.org/education precast.org/education 7 8 49% WILLING TO QUIT JOB IN NEXT 2 YEARS GIG ECONOMY Deloitte Global Millennial Survey 2019 9 10 precast.org/education precast.org/education 9 10 5 THINGS MILLENNIALS NEED TO WHY MILLENNIALS LEAVE SUCCEED IN THE WORKFORCE • Soft Skills Training • Better offer from another company (30%), • Leadership Development • Informal Learning • Career goals aren’t aligned (27%) • Job Rotation • Lack of career opportunities (13%) • Strong Company Culture • Good cultural fit Source: 2016 Association for Talent Millennial Branding Development research 11 12 precast.org/education precast.org/education 11 12 NPCA 2 The Precast Show MILLENNIAL REASONS FOR STAYING MILLENNIAL MOTIVATION TO APPLY • Compensation and benefits In order of importance: • Having my passions and talents used and fulfilled 1. What company specifically does, sells or (53%) produces • Bonds with co-workers (20%) 2. Company’s work culture • Belief in my company’s mission and purpose (20%) 3. Company’s involvement with causes 4. Company’s work environment 5. Company’s diversity and HR awards Millennial Impact Report, Achieve 13 14 precast.org/education precast.org/education 13 14 MILLENNIAL RETENTION FIRST IMPRESSIONS COUNT • Help us grow and develop - mentorship • 25% of all turnover occurs in the first 45 days (People Fluent Research) • Connect our work to a cause • 70% of new hires make the decision • Provide feedback – especially positive to stay at or leave an organization • Be flexible & relaxed with time and space within their first six months (HCI) • Treat them as partners • 1 of 25 quit on the first day (Modern • Open/transparent communication Survey, unpublished) • Encourage sharing and innovation 15 16 precast.org/education precast.org/education 15 16 MILLENNIALS ARE MOBILE TURNOVER COST • Non-exempt employee: 25-30% of salary • Exempt employee: 100-150% of salary • Executive employee: 3-5 times salary and benefits • Direct replacement costs as high as 50%-60% • Total costs 50% to 200% 17 18 precast.org/education precast.org/education 17 18 NPCA 3 The Precast Show COST OF TURNOVER THE COMPANY’S PERSPECTIVE 100 employee company with 23% turnover $20.00/hr. average pay 50% recruitment cost Effective Efficient • $478,000! Mission • Gallup, 2019 estimates cost of turnover can = $600,000/position Productive Retained 19 20 precast.org/education precast.org/education 19 20 EMPLOYEE’S PERSPECTIVE Workforce Planning Performance Talent Management Acquisition Engagement Talent Motivation Management Effectiveness People Selection Development Onboarding 21 22 precast.org/education precast.org/education 21 22 PERFORMANCE AND ENGAGEMENT • 13% higher rates of new hire Organizations with performance goals met 32% formal onboarding • 19% higher rates of new hire engagement Aberdeen Group Aberdeen Group 23 24 precast.org/education precast.org/education 23 24 NPCA 4 The Precast Show ORIENTATION VS. ONBOARDING ONBOARDING OUTCOMES • “Onboarding” -- The process of integrating new employees into the organization, of preparing them to succeed at their job, and to • Shorten time to be • Instill values and culture productive become fully engaged, productive members of the organization. • Specific-to-job training • Improve performance • Better relationships • Clear expectations and • “Onboarding” -- Integrated, comprehensive, broader, more time, • Increase satisfaction objectives developmental, socialization and culture, multidimensional, • Increase efficiency technology driven, employee focused, and structured. • Behavioral expectations • Consistency in hiring • Improve retention/turnover process • Increase engagement • “Orientation” – To provide direction or information to someone new to • Manage process variance the organization. 25 26 precast.org/education precast.org/education 25 26 MODEL FOR ONBOARDING THE FOUR C’S OF ONBOARDING The 4 C’s 1. Compliance: 1. Compliance low level, policies, rules, and regulations 2. Clarification one-way, non-interactive 3. Culture forms and sign up 4. Connection 2. Clarification 3. Culture 4. Connection 27 28 precast.org/education precast.org/education 27 28 THE FOUR C’S OF ONBOARDING THE FOUR C’S OF ONBOARDING 1. Compliance 1. Compliance 2. Clarification/Information 2. Clarification Clarify job duties and all related expectations, 3. Culture standards, processes, procedures, priorities, training, Organizational norms - formal and informal, politics, responsibility, authority, Mission, Vision, Values, goals and objectives Behavioural expectations, tribal knowledge, language, how things 3. Culture work, decisions, organization structure 4. Connection 4. Connection 29 30 precast.org/education precast.org/education 29 30 NPCA 5 The Precast Show THE FOUR C’S OF ONBOARDING 1. Compliance 2. Clarification 3. Culture 4. Connection/Socialization Welcoming and acceptance, buddy program Establish interpersonal relationships and information networks Team connections, external connections Social assimilation, build sense of community 31 32 precast.org/education precast.org/education 31 32 BEST PRACTICE - MULTIDISCIPLINARY APPROACH CUSTOMIZATION • Tailor onboarding to the individual Human Resources Benefits and compensation • Assess needs Administration and leadership • Coach and mentor • Developmental plan Office of Diversity, Equity and Inclusion Wellness • Segment new hires and develop onboarding Quality Who owns programs that are geared toward: Public relations and marketing onboarding? • needs and attributes of particular groups Information Technology • departments, skill levels, background, age, role, and job Training and development Labor/Union group 33 34 precast.org/education precast.org/education 33 34 • Onboarding plan • Written • Comprehensive • Implemented • Review and updated 35 36 precast.org/education precast.org/education 35 36 NPCA 6 The Precast Show PREHIRING ONBOARDING BEGINS AT PREHIRE • Build your brand in the marketplace • Selection for best fit for your culture First • Educate on culture, values, roles Pre- Before First At 6 At 12 Hiring three Hire starting week months months • Begin clarification of duties, responsibilities months • Realistic job previews = 50% less turnover • Encourage self-selection • Socialization – meet staff Resource: https://welcome.mit.edu/managers/checklists 37 38 precast.org/education precast.org/education 37 38 WHAT NEW HIRES WISHED THEY’D KNOWN? HIRING – REALISTIC JOB PREVIEW • “The exact position, the expectations, and requirements of the position, and the culture.” DDI/Oracle Survey: • “The true state of the department and the lag of technology • Without accurate job preview information at the company.” • 14% highly engaged • “Opportunities within the company, international relocation • 88% looking for another job. possibilities.” • With accurate job preview info • “A more realistic preview of the company’s infrastructure, resources, and challenges.” • 93% highly engaged • 22% were looking for another role. • “How my job relates to the bigger picture.” • “I really didn’t know what my job was going to be until I was mostly through orientation.” 39 40 precast.org/education precast.org/education 39 40 AT HIRE DAY ONE • Offer letter (electronic, hard copy, etc.) • Greeting by text day before • Call from supervisor, HR, mentor, buddy • Alert other employees – be friendly • Job description • Tours – by a peer • Welcome packet (electronic) • Begin introductions and networking, lunch • Work space (prepared, allow personalization) • Be crystal clear about – who, where, what, & when for 1st day • Meet with supervisor regarding job expectations, work assignments • What forms and paperwork can be accomplished in • Meet buddy (pick your own?) advance? i.e. benefits • Necessary policies, procedures, paperwork 41 42 precast.org/education precast.org/education 41 42 NPCA 7 The Precast Show WEEK ONE WEEK TWO • Specific job information • Weekly meeting with supervisor • Access to resources • Job specific training • Safety and security • Networking at broader level • Introduction to workmates • Continue providing knowledge about company policies, • Social activity procedures, products • Interpret culture, mission, vision, values • Meet with buddy or mentor • Be available • Recognition for finishing orientation (SWAG) 43 44 precast.org/education precast.org/education 43 44 MONTH ONE 3, 6, 9 MONTHS • Create development plan • Asses and leverage strengths • Determine developmental opportunities • Retention interviews • Involve the employee • Meetings with supervisor (weekly) • Continue training • Meetings with mentor (1-2/month) • Networking and social development • Performance feedback (formal/informal) • Continue weekly meetings with supervisor • Review and assess training • Meetings with mentor 45 46 precast.org/education precast.org/education 45 46 ONE YEAR GAMIFICATION • Performance review • Update development plan • Gamification - the application
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