Employee Onboarding: Why Too Much Emphasis on ‘Fit’ Can Backfire
OVERVIEW
Course Whether you call it EmployeeOnboarding, Workplace Induction, Enculturation, or New Employee Orientation(NEO), the process used to welcome and train your new employees while
capturing their excitement of a new job and reducing their new job jitters is
critical to their success. NEO is not a one day event, but rather a process
that begins after their acceptance of the job and extends through the first
year of their employment.
Studies show that the new arrival's primary
concerns are three things--my job, my boss, and my coworkers. Dealing with new
employee jitters and uncertainties is a high priority in orientation programs.
How long this mental mayhem lasts may depend a great deal on employee
orientation. It’s been said that new hires have about 90 days to “prove” themselves in their new workplace.
According
to the Society of Human Resources Management (SHRM), 500,000 Fortune 500
managers change jobs every year while, overall, managers change jobs every 2 –
4 years. Non-management employees may change jobs even more
frequently.
The process of orienting new employees to
their new position, their new work environment, and their new colleagues takes
time and if not done effectively, the new hire leaves and goes elsewhere.
Onboarding process for new hires welcomes and integrates the new hire into
their new position and workplace so they become engaged and committed to their
role in assisting the organization in reaching its mission. Employee onboarding
is a strategy and a process that extends well beyond the first day on the job.
It is a critical process to get the new hire
off and running in their new environment, their new position, and with new
colleagues enabling them to enjoy their work and their employer. Onboarding
needs to include fun activities, using “buddies” to streamline the new hire’s
experience, beginning from the point of the job offer. It is one of the most
important elements an employer should invest in.
WHY SHOULD YOU ATTEND
A comprehensive onboarding process for new
hires plays a pivotal role in catalyzing your new hires’ engagement into their
new role, responsibilities, and the organization. The new employee reaches
productivity a full 2 months sooner, function as a team member quicker, less
likely to quit, and more likely to be an active member of the organization. All
of this equates to huge financial savings on the part of the organization. By
45 days after a new employee begins their job, 20% quit! By 7 months, 50% have
quit. Forty six percent of new hires fail within 18 months, and only 19%
achieve success.
The exodus of these new hires costs the
employer approximately 20% of each employee’s salary. Considering the
percentage of employees who never engage with their new job – the costs are
enormous.
If those employees engaged, research shows
that the stock value will have higher earnings per share, and the business will
experience 22% higher profitability, 21% higher productivity, 10% higher
customer engagement, 25% to 65% lower turnover, 37% lower absenteeism, 28%
lower shrinkage (theft), and 48% fewer staff safety incidents.
AREAS COVERED
- Sample checklists for the
manager/supervisor, Human Resources, and the Buddy are provided
- Tips on orienting the virtual
employee
- How to evaluate your employee
onboarding process
- To discuss importance of
checklists for what to accomplish the first day, first week, first month,
and the first 90 days.
- To list suggested lists and topics
for the onboarding portal
- To examine onboarding portal
systems
- Top tips on how to select and
utilize a Buddy
- Orientation evaluation forms for
the new hire, Human Resources, the buddy, and management
- Tips on the manager-new hire
“expectations” discussion
LEARNING OBJECTIVES
- To identify Human Resources’, the
supervisor’s, and the Buddy’s roles in welcoming and training the new
employee
- To discuss the new employee’s role
in her or his orientation
- To differentiate between the new
employee orientation to the organization and the orientation to the
department
- To assess, develop, implement and
evaluate your employee onboarding strategy
- To examine onboarding best
practices
- To explain gap analysis, force
field analysis, and SWOT analysis in assessing your organization’s
onboarding requirements and challenges
- To assess, design, develop,
implement, and evaluate your department’s New Employee Orientation (NEO)
strategy.
- To describe new-hire web-based
onboarding portals
WHO WILL BENEFIT
- All industries - Human Resources –
generalists and managers
- Supervisors and managers of
departments or units in any industry
SPEAKER
Dr.
Susan Strauss RN Ed.D. is a national and international speaker, trainer and
consultant. Her specialty areas include education and workplace harassment,
discrimination and bullying; organization development, and
management/leadership development. Her clients are from healthcare, education,
business, law, and government organizations from both the public and private
sector. Susan conducts bullying
and harassment investigations, works as an expert witness for education and
workplace harassment and bullying lawsuits, and coaches those managers and
employees that need assistance in stopping their harassing or bullying
behavior.
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