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

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DAY 1 ORIENTATION MONTH 1 - SINK OR SWIM

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MILLENNIAL WORKFORCE

Workforce 2020

Millenials 46% Other 54%

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NPCA 1 The Precast Show

PRIORITIES MILLENNIALS AND GEN ZS

Take from Pew Website 10.14.19

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49% WILLING TO QUIT JOB IN NEXT 2 YEARS GIG ECONOMY

Deloitte Global Millennial Survey 2019

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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

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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

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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months (HCI) • Treat them as partners • 1 of 25 quit on the first day (Modern • Open/transparent communication Survey, unpublished) • Encourage sharing and innovation

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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%

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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

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EMPLOYEE’S PERSPECTIVE Workforce Planning

Performance Talent Management Acquisition Engagement Talent Motivation Management Effectiveness People Selection Development

Onboarding

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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

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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.

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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

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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

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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

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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

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• Onboarding plan • Written • Comprehensive • Implemented • Review and updated

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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

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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.”

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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

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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)

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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

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ONE YEAR GAMIFICATION

• Performance review • Update development plan • Gamification - the application of game-design elements and game principles in non-game • Retention interview context • Goal - increase motivation, involvement, and learning • Takes student perspective

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NPCA 8 The Precast Show

GAMIFICATION BENEFITS WHAT MAKES GAMES EFFECTIVE?

• Competition & Challenge • Better performance • Achievement, incentive-centered • Higher levels of engagement • Interaction – Connection w/others • Higher retention rate • Feedback/information • Better alignment between onboarding and • Simulation, quests Learning & Development initiatives • Pace, countdown, levels, progression • Stimulate senses – action oriented • Fit for new hires

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Progression • Checklists – tracking progress GAMIFICATION RESOURCES Achievement and Reward • Earn points, chips, stars, credits • Gamification badges Pace, countdown, levels • “chunking” - learn in bite size bits www. Kahoot.it • Leveling up • Simulations to learn skills Simulations and quests • Feedback to show progress • Treasure hunts – people, things, information www.PollEverywhere.com Interaction • Icebreakers for orientation • Hands-on and team activities

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ACCULTURATION AND INTERNSHIPS SOCIALIZATION • During recruitment • Design onboarding into the program • Welcome breakfast • 1st week – lunch with different workmates • Differentiate onboarding for interns • Leadership welcome • Personal invitations to meetings, gatherings • Mission, vision, values – how they really work • Create a culture handbook • Cohort support, social network

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NPCA 9 The Precast Show

COACHES, MENTORS, BUDDIES CONNECTION IDEAS

• Great for socialization, acculturation • Welcome phone call/text/email before start • Understanding of mission and values • Create cohort group with new employees • Access to resources • Gifts of logo wear, etc. SWAG • Conduct retention interviews • Personal invitation to company events • Coaches & mentors need training • Networking events • Systematize into the onboarding process • Lunch with leadership • Create welcoming culture

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RETENTION INTERVIEWS PROGRAM EVALUATION

A periodic 1:1 structured • #1 – Use new hires and millennials interview between a manager • Exit interviews and an employee that: • Retention interviews • Identifies factors that drive an • Focus groups employee to stay or leave • Creates a plan of action to retain employee ➢Review and update program

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IMPORTANCE OF CAUSES TECHNOLOGY • 75% of millennials think business are too • Great for routine training and documentation focused on their own agenda versus helping to • Forms and compliance improve society • Repository for information and resources • Company cause-work influenced them to • Self direction accept a job: • Tracking of progress Female: 63% Male: 45% • HRIS modules Introduce Millennials to cause work and support their involvement.

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NPCA 10 The Precast Show

PEPSICO EMPLOYEE ONBOARDING BEST PRACTICE - NEW HIRE COMMUNITY PORTAL(EXAMPLE) • Onboarding toolkit • Video messages from: other new hires, HR, leadership, CEO, etc. • Chat room, blogs • Special pages: LinkedIn, Facebook • Forms and administrative • Benefits information and enrollment • Links to company website(s)

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USING SOCIAL MEDIA TRAINING

Before hire or during orientation • Assess individual needs • Assessments – Create assessment/feedback polls with Facebook and LinkedIn groups • Leverage skills • Employee Engagement – Interact with other new • Create development program hires, team members, management. • Hard & soft skills • Connecting – Send LinkedIn connection requests from management and other employees with introductions • Address security of any site and employees data!

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FEEDBACK FAQ

• Performance conversations • Build a list of questions and • Formal and informal answers asked by new hires. • 360’s • Create interactive web site • Frequency forum for questions and • 2-way dialogue feedback • Encouragement and Coaching • Create “dumb question” coupons

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NPCA 11 The Precast Show

PREPARE WORK AREA, ONBOARDING AND COVID-19 MAKE IT PERSONAL • Address both “what and how” onboarding will be accomplished • Provide clear documentation of process (entry, exit, moving within the building, notifications, etc.) • Provide tools (links, passwords, masks, sanitizers, UV lights, thermometers, etc.) • Introduce and clarify resources (“when in doubt, check it out”) such as “Infection Prevention” specialist (internal and/or external) • Update and message periodically the company policy and approach (based on federal, state and local authorities)

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VIRTUAL ONBOARDING TOOLS OR 10 TIPS FOR MANAGING REMOTE WORKERS OPTIONS

• Cisco Webex Meeting • exTalks 1. Set clear expectations • Go To Meeting • Skype 2. Be flexible • Google Hangouts • Microsoft Teams • Google Duo • UberConference 3. Shorten virtual meetings • Join.me • Zoho Meeting 4. Track workers’ progress • BlueJeans • Dialpad Talk 5. Emphasize communication • Cisco Jabber • Whereby 6. Remember to listen • Team Viewer • Lifesize • Adobe Connect • Zoom 7. Build connections • Global Meet Collaboration • Facetime 8. Provide ways to collaborate • Cisco Webex Teams • Intermedia Any Meeting 9. Resist the urge to micromanage • Blackboard Collaborate • Ring Central • Fuze • Others???? 10. Celebrate success! SHRM: HR Magazine Fall 2020, Kathy Gurcheik

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1. Employee oriented 2. Prehire – first year Handout 3. Multidisciplinary 100+ Best 4. Activities that involve Practices 5. Clarity of job

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NPCA 12 The Precast Show

THE END!

6. Acculturate – mission, vision, values 7. Socialization 8. Gamify 9. Leverage technology 10.Create a cohesive plan

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BIO

Thank You Bob Verchota is owner and senior consultant for RPVerchota & Associates, a consulting firm providing services to clients who seek to align their business and employees, creating successful outcomes and excellent work environments. After 30+ years in Human Resources and Operations senior leadership roles and teaching both undergraduate and graduate courses in Leadership and Organizational Development, Bob transitioned to using his experience and skills in consulting.

Mr. Verchota provides solutions to companies for a wide variety of HR issues including training and development, compensation, compliance, policy development, performance management, employee relations and managing change from mergers and acquisitions or project specific disruptions of the status quo.

Bob Verchota, MHA, SPHR Bob has an undergraduate degree in Business Administration, graduate degree in RPVerchota & Associates Healthcare Administration, and doctoral work (ABD) in Organizational Development. He is a [email protected] lifetime Senior Professional in Human Resources. Bob can be reached by calling 218-760- 0558 or email at [email protected]. 218-760-0558

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ONBOARDING BEST PRACTICES FOR MILLENNIALS AND ALL EMPLOYEES Bob Verchota, MHA, SPHR RPVerchota & Associates Email [email protected] Phone 218.760.0558

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