Effective Employee Onboarding Strategies
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The document summarizes an onboarding presentation about reducing employee confusion through effective onboarding programs. It begins with describing a typical orientation process, then discusses statistics showing the benefits of strategic onboarding over checklists or brief orientations. It provides Qualcomm's case example of developing a year-long onboarding program including pre-arrival materials, multi-day orientation, ongoing training, and mentorship to improve engagement, productivity, and retention.
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Effective Employee Onboarding Strategies
- 1. Reducing the Fog: Approaches to Effective Employee Onboarding William Chin Director, StafďŹng Qualcomm, Asia PaciďŹc 1
- 2. Agenda ⢠A Typical Orientation ⢠Basic Statistics on BeneďŹts of a Strong Onboarding Program ⢠Approaches to Strategic Onboarding ⢠Qualcomm Case Example - Developing and Implementing an Onboarding Program 2
- 3. 3
- 4. Welcome HR Orientation 1. Ice Breaker and Intro 2. Executive Welcome 3. Badge and ID 4. PC, Account Set-up 5. OfďŹce Tour 6. Meet and Greet 7. Set-up OfďŹce 8. Welcome Lunch 9. HR, IT, Travel, Finance Policies 10. Payroll, BeneďŹts Enrollment 11. Company History & Culture 12. Company Values 13. Training Programs 3
- 5. 3
- 6. 4
- 7. Welcome Business Orientation 1. Business Strategy and Plans 2. Annual, Quarterly Objectives 3. Targets, Quotas, Deliverables 4. Market Analysis & Trends 5. Key Accounts 6. Customer Meetings 7. Product Roadmap 8. Monthly Report 9. Executive Visits 10. Ops Reviews 11. Technical Training 12. Vendor Engagement 13. Supplier Meetings 4
- 8. 4
- 9. 5
- 10. Welcome 5
- 11. Welcome Get to Work! 5
- 12. What happened to the honeymoon period? 6
- 13. â˘How does work get done around here? â˘Who are key people I need to work with? â˘Who can tell me where are the pitfalls? â˘Who can show me the ropes? â˘Is there someone I can rely on? 7
- 14. Common Statistics 18 months most vulnerable period to leave 1/3 managers will fail at their new job/role average time to full productivity for 8 - 12 weeks clerical staff 18 - 22 average time to full productivity for weeks professional staff 24 - 28 average time to full productivity for weeks executives of the workforce want change jobs every 50% 3-5 years 8 Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
- 15. BeneďŹts of a Strong Onboarding Program 9 Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
- 16. BeneďŹts of a Strong Onboarding Program 9 Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
- 17. An Experience A Process Check List 10 Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
- 18. An Experience A Process Check List 10 Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
- 19. An New Employee Experience Orientation Forms, Registration, Checklists, other paperwork A Process 1 Day or less w/ HR Check List 10 Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
- 20. Onboarding Formal training classes, culture setting, values An New Employee Bootcamp or other Experience Orientation training series Forms, Registration, Checklists, other paperwork A Process 1 Day or less w/ HR Check List 10 Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
- 21. Strategic Onboarding Integrated with hiring, socializing into org culture, mentoring, Onboarding networking Formal training Over a period of time classes, culture setting, values An New Employee Bootcamp or other Experience Orientation training series Forms, Registration, Checklists, other paperwork A Process 1 Day or less w/ HR Check List 10 Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
- 22. 11
- 23. â˘Company-wide climate survey â˘Performance evaluations â˘Manager feedback â˘Employee feedback â˘other informal data gathering 11
- 24. Engagement â˘Company-wide climate survey â˘Company strategies and the employee â˘Performance evaluations â˘Connection with BU and related teams â˘Manager feedback â˘Linkage with US teams â˘Employee feedback â˘Working with virtual teams â˘other informal data gathering 11
- 25. Engagement â˘Company-wide climate survey â˘Company strategies and the employee â˘Performance evaluations â˘Connection with BU and related teams â˘Manager feedback â˘Linkage with US teams â˘Employee feedback â˘Working with virtual teams â˘other informal data gathering Productivity â˘Multiple and competing priorities â˘Cross-functional project teams â˘Managing expectations â˘Ramp-up time 11
- 26. Engagement â˘Company-wide climate survey â˘Company strategies and the employee â˘Performance evaluations â˘Connection with BU and related teams â˘Manager feedback â˘Linkage with US teams â˘Employee feedback â˘Working with virtual teams â˘other informal data gathering Productivity Retention â˘Multiple and competing priorities â˘Work-life balance, over time â˘Cross-functional project teams â˘2nd-year critical decision point â˘Managing expectations â˘Career development, promotion â˘Ramp-up time opportunities â˘New grad hires 11
- 27. â˘Reviewed existing materials â˘Leveraged on US work â˘Customized corporate content â˘Created new local content â˘Experienced Hires â˘New Grads Hires 12
- 28. 12
- 29. Day 0 Pre-Onboarding 13
- 30. Email Welcome Note Day 0 Pre-Onboarding 13
- 31. Email Welcome Note Day 0 Pre-Onboarding Access to corporate information â˘History â˘Culture â˘Org Structure â˘Career Development 13
- 32. Day 1 Orientation 14
- 33. Day 1 Orientation 14
- 34. Day 1 Orientation Mentor Assignment 14
- 35. Day 2 - 365 1st Year core competency development 15
- 36. Day 2 - 365 1st Year core competency development 15
- 37. Day 2 - 365 1st Year core competency development â˘Half-Day sessions â˘Facilitator-led â˘Online self-study and pre-work â˘Modular format allows flexibility based on new hire volume 15
- 38. Facilitated SearchâŠcourseâŠtitlesâŠthrough Workshops theâŠLearningâŠCenter 16
- 39. Facilitated SearchâŠcourseâŠtitlesâŠthrough Workshops theâŠLearningâŠCenter 16
- 40. On-boarding Experience !""#$#%&'($)*+,#-('.+.+,#/*012# 7$"F)"0'%5$* 3))#!&4#5.(&2# !"#$%&'()%* /)004%#5'()%*9:#88;* ='%'B#%B*7"#)"#($;* ='%'B$0$%&* +',*-* <"3*=)%&>* D&>*=)%&>* --&>*=)%&>* .âŻ/)01'%,*2%345()%*6* .âŻ?#"&4'8*@$'0;* .âŻ='&"#E*='%'B$0$%&* .âŻ='%'B#%B*G#&>)4&* !"#$%&'()%*78'%* .âŻ/");;*/48&4"'8* .âŻ@#0$*='%'B$0$%&* H4&>)"#&,* /)004%#5'()%;* .âŻ='%'B#%B*I)4"*J);;* .âŻA)":#%B*'5");;*B$)* C)4%3'"#$;* +',*-* +',*KLLLLLLLL&>")4B>LLLLLLLL+',*<MN* !"#$%"#$&'(&!)*+,#"-+&.+)*+-& 1)"23"'+-& !"#$%&'($)*() 6#$#7&$7)8/".("9#$3/) <"#$=&$7)>(2"%/4.) /+0& +(",)-&./) 0⯠1233/%%.24)*"#$%&'($)*() 0⯠6#$#7&$7):(2")(5$) 0⯠?24'@#'$7)#)%*"($7) !""#"$% 5(",)4&./) ;/".("9#$3/) ;"(./%%&($#4)"/;2*#'($) &'(")'*"% !"#$%"&' *&%+",$) 0%12.3'44.) !"#$%&'#() 786496:%#) -..'(#/"#$.) 5&6'#'#() 17
- 41. Presented at HRM Workshop Series, Effective Onboarding, Jan 19, 2011 http://www.hrmawards.com/KMIConferences/EffectiveOnboarding_3pp_email.pdf This presentation is based on my own opinions and does not necessarily represent Qualcommâs strategies, position or opinions. 18
Hinweis der Redaktion
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- A typical new employee orientation agenda. A laundry list of items..\n
- A typical new employee orientation agenda. A laundry list of items..\n
- HR hands off the new employee to the business group manager. They go through another list of items.\n
- HR hands off the new employee to the business group manager. They go through another list of items.\n
- Managers want their new hire to get on the job right away.\n
- Managers want their new hire to get on the job right away.\n
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- New employees are often lost and confused in their new environment without someone to help them get acquainted with the organization.\n
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- Moving from &#x201C;check-list&#x201D; orientation to an onboarding experience\n
- Moving from &#x201C;check-list&#x201D; orientation to an onboarding experience\n
- Moving from &#x201C;check-list&#x201D; orientation to an onboarding experience\n
- Moving from &#x201C;check-list&#x201D; orientation to an onboarding experience\n
- Qualcomm case example - assessing needs\n3 critical focus areas where onboarding can make a difference\n
- Qualcomm case example - assessing needs\n3 critical focus areas where onboarding can make a difference\n
- Qualcomm case example - assessing needs\n3 critical focus areas where onboarding can make a difference\n
- Qualcomm case example - assessing needs\n3 critical focus areas where onboarding can make a difference\n
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- Onboarding include program targeting new grads and interns\n
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