On boarding and the art of employee induction
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This presentation is designed to identify the key role that an online induction plays in your new employee’s on-boarding experience. . Recognise the impact a structured induction program can have on staff engagement . Understand the reality of intergenerational on-boarding . Learn the dos and don’ts of employee inductions.
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On boarding and the art of employee induction
- 1. On-boarding and the art of employee induction
- 2. On-boarding and the art of employee induction • The impact that a well structured induction program can have on staff engagement • The reality of intergenerational on-boarding • Learn the dos and don’ts of employee inductions. Today we’ll discuss;
- 3. On-boarding and the art of employee induction What is an induction..?
- 4. On-boarding and the art of employee induction “The method by which an organisation welcomes a new employee and introduces them to the business.”
- 5. On-boarding and the art of employee induction TUESDAY THURSDAYWEDNESDAY FRIDAY INTRODUCTION TO THE TEAM MONDAY ONLINE INDUCTION COMPLETE HR PAPERWORK TECHNOLOGY OVERVIEW (COMPUTERS AND PHONES) FACILITIES AND EMERGENCY PROCEEDURES BUSINESS OVERVIEW SHOUT THEM A COFFEE OR LUNCH INDUSTRY OVERVIEW ORGANISATIONAL CHART OVERVIEW OF LMS COMPANY POLICIES INTRODUCTION TO COMPANY INTRANET DEPARTMENTAL OVERVIEW COMPLIANCE TRAINING ROLE-SPECIFIC TRAINING INTERNAL SYSTEM TRAINING INTRODUCTION TO DEPARTMENT HEADS COMPLIANCE TRAINING
- 6. On-boarding and the art of employee induction Induct on or before day 1
- 7. On-boarding and the art of employee induction First impressions last
- 8. On-boarding and the art of employee induction 22% of staff turnover occurs within the first 45 days* *The Wynhurst Group 2007, SHRM Presentation
- 9. On-boarding and the art of employee induction 58%more likely to be with the organisation after three years.* New employees who go through a structured on-boarding program are *The Wynhurst Group 2007, SHRM Presentation
- 10. On-boarding and the art of employee induction Employee turnover is expensive
- 11. On-boarding and the art of employee induction 100% 10% 20% 90% 80% 70% 60% 50% 40% 30% The cost to replace an employee can be anywhere from 30% to as much as 100% of their annual salary* On average, it takes between 3 and 4 months to recruit a new employee *Madeline Laurano, Onboarding 2012 – The Business of First Impressions, 2012
- 12. On-boarding and the art of employee induction Employee engagement and the bottom line
- 13. On-boarding and the art of employee induction The impact of high engagement Higher productivity*18% 60% Higher quality* *Linking Employee Engagement to Measure Business Results – BI World 2014
- 14. On-boarding and the art of employee induction The impact of high engagement • Lower absenteeism • Lower turnover • Faster speed to competency* *https://www.officevibe.com/resources/guides/hr-analytics-chapter-6
- 15. On-boarding and the art of employee induction The impact of high engagement Aon Hewitt estimate the financial benefit of high engagement to be as much as…* 50% *Linking Employee Engagement to Measure Business Results – BI World 2014
- 16. On-boarding and the art of employee induction Communicate a compelling company vision
- 17. On-boarding and the art of employee induction “Just sit ‘em in front of a computer for a day or two”
- 18. On-boarding and the art of employee induction TUESDAY THURSDAYWEDNESDAY FRIDAY INTRODUCTION TO THE TEAM MONDAY ONLINE INDUCTION COMPLETE HR PAPERWORK TECHNOLOGY OVERVIEW (COMPUTERS AND PHONES) FACILITIES AND EMERGENCY PROCEEDURES BUSINESS OVERVIEW SHOUT THEM A COFFEE OR LUNCH INDUSTRY OVERVIEW ORGANISATIONAL CHART OVERVIEW OF LMS COMPANY POLICIES INTRODUCTION TO COMPANY INTRANET DEPARTMENTAL OVERVIEW COMPLIANCE TRAINING ROLE-SPECIFIC TRAINING INTERNAL SYSTEM TRAINING INTRODUCTION TO DEPARTMENT HEADS COMPLIANCE TRAINING
- 19. On-boarding and the art of employee induction Workplace stress is nothing new
- 20. On-boarding and the art of employee induction Holmes and Rahe stress scale • 5000 patients were studied
- 21. On-boarding and the art of employee induction • 5000 patients were studied • 43 life events that have the potential to cause illness through stress Holmes and Rahe stress scale
- 22. On-boarding and the art of employee induction • 5000 patients were studied • 43 life events that have the potential to cause illness through stress • 7 of the 43 were directly related to a person’s employment Holmes and Rahe stress scale
- 23. On-boarding and the art of employee induction 16% of stress in life relates to work • 5000 patients were studied • 43 life events that have the potential to cause illness through stress • 7 of the 43 were directly related to a person’s employment Holmes and Rahe stress scale
- 24. On-boarding and the art of employee induction Generation Y and anxiety 26% of people aged between 16 and 24 (650,000) suffered mental illness in 2007* *http://lipmag.com/opinion/gen-y-the-anxiety-generation/ *http://www.smh.com.au/national/mental-illness-ravaging-nations-youth-20081023-57go.html
- 25. On-boarding and the art of employee induction “Occasionally in history massive demographic change combines with relentless technological change and within a generation society altogether changes. Today we are living in such an era. “* - Mark McCrindle http://mccrindle.com.au/resources/whitepapers/McCrindle-Research_New-Generations-At-Work-attracting-recruiting-retaining-training-generation-y.pdf
- 26. On-boarding and the art of employee induction 86% of Gen Y’s EXPECT a promotion within 2 years of commencing a job 100% 10% 20% 90% 80% 70% 60% 50% 40% 30% http://mccrindle.com.au/resources/whitepapers/McCrindle-Research_New-Generations-At-Work- attracting-recruiting-retaining-training-generation-y.pdf
- 27. On-boarding and the art of employee induction Only 1 in 4 Gen Ys would consider staying in a job for five years.* *http://mccrindle.com.au/resources/ whitepapers/McCrindle- Research_New-Generations-At-Work- attracting-recruiting-retaining- training-generation-y.pdf
- 28. On-boarding and the art of employee induction In 1959, the average tenure across all industries and ages was… 15 years! And today…? 3.4 years* *http://mccrindle.com.au/resources/whitepapers/McCrindle-Research_New-Generations-At-Work-attracting-recruiting-retaining-training-generation-y.pdf
- 29. On-boarding and the art of employee induction The fight to retain employees is on. And it’s only going to get harder
- 30. On-boarding and the art of employee induction Know your audience
- 31. On-boarding and the art of employee induction Our dos and don’ts of employee induction
- 32. On-boarding and the art of employee induction 1. See online inductions as just one step in an on-boarding process Don’t expect on-boarding to start and end with an online induction
- 33. On-boarding and the art of employee induction On-boarding is a process
- 34. On-boarding and the art of employee induction 2. Get emotive Don’t be dispassionate
- 35. On-boarding and the art of employee induction THIS is what we stand for THIS is what we value THIS is where we’re headed … and THIS is how you can contribute
- 36. On-boarding and the art of employee induction 3. Use conversational language (Where appropriate) Don’t use formal language
- 37. On-boarding and the art of employee induction 4. Be welcoming Don’t use assessments
- 38. On-boarding and the art of employee induction
- 39. On-boarding and the art of employee induction
- 40. On-boarding and the art of employee induction 5. Provide point-in-time resources Don’t fill screens with policy
- 41. On-boarding and the art of employee induction 6. Keep it short Don’t be verbose
- 42. On-boarding and the art of employee induction 7. Use imagery Don’t be text heavy
- 43. On-boarding and the art of employee induction A picture tells a thousand words Imagine an old man to whom life has dealt a rough hand. He sits on a park bench and watches the world goes by. He does this every morning. His concentration is broken by a familiar voice over his right shoulder. After a moment or two he recognises the face of an old friend he hasn’t seen in thirty years. He smiles like he did when he was a boy and cannot remember being so happy.
- 44. On-boarding and the art of employee induction
- 45. On-boarding and the art of employee induction A picture tells a thousand words
- 46. On-boarding and the art of employee induction Thank you.
Notas del editor
- Today we’ll be talking about on-boarding, but more specifically, the role that an induction plays in the on-boarding process. On-boarding can be really tricky. Factors such as staff numbers and turnover rates as well as your geographical locations can help or hamper your efforts to on-board successfully. But as we’ll discuss today, it can be critical to your organisation’s ability to retain employees and maintain a high level of engagement. Everyone here should be able to relate to today’s content in some way or another, because we’ve all been through an on-boarding process, whether successful or otherwise, at some point in our working lives. By show of hands, who has been employed by their current employer for less than five years? Less than three years? Less than one year? Now think back to that and ask yourself, what did you expect from your first day? How did you feel? Was it a positive experience? Etc Another show of hands; who in the room can recall a less than ideal on-boarding situation? In putting this presentation together, I’ve drawn on the knowledge and experience gained through building literally hundreds of online inductions over a decade. And we also read multiple studies on the topic. Having said that, some of the most relevant information on the topic of on –boarding actually comes from our own experiences as employees starting in a new role. Even with all our experience in this area, no one knows your business as intimately as you do. With that in mind, what we’ll provide you with today are some basic guidelines. These guidelines, combined with your own human experiences as employees should create your own induction solution. Hopefully today’s presentation validates what you’re currently doing in this space. Or maybe highlight a few areas to focus on. Either way, as we move through this presentation, think back to your own experiences as an employee, and what you can do to assist that process in your current role.
- Today we’ll focus on three key areas of on-boarding; Recognise the impact a structured induction program can have on staff engagement Understand the reality of intergenerational on-boarding Learn the dos and don’ts of employee inductions.
- Like all good stories, we’ll start at the beginning.
- What is an employee induction? “An employee induction is the method by which an organisation welcomes a new employee and introduces them to the business.”
- One common misconception is that on-boarding begins and ends with an induction. It’s important to remember that an induction is a stand-alone event within the on-boarding process. The reason I’m showing this is to illustrate how many steps you need consider when bringing someone new into the business and how difficult it would be to cram all of that into an induction. And what an overwhelming experience that would be for a learner. To some extent, the content delivered in an online induction is generic. The specifics are unique to the business, but the basic structure doesn’t change too much from business to business. For example, The on-boarding experience that I had starting work as a digital designer would have been very different than that of the CEO. This is because our roles are vastly different. But the content delivered on our online induction was exactly the same.
- Best practice suggests that the induction should be delivered on or before your employee’s first day in the business. The reason we suggest delivering your induction as soon as possible is because of the importance of making a positive first impression on your employee.
- Let’s face it; an employee’s first day will be nerve wracking and exciting all at once! New employees are generally going to be excited about the new adventure they’ve embarked on, but there is a certain level of apprehension that goes with this. They don’t really know all that much about you yet as an organisation – your language will be completely new to them as will be your culture. They have no idea where the bathrooms are, more importantly, where the coffee is! Most like, they don’t know anyone. That alone, for some people, can be pretty daunting. It’s a time of vulnerability for most people. Regardless of how excited they were to be offered the position your new employee, that could have taken you months to recruit, is actually still making their mind up if you are right for them. This is really no different to what the company is doing with the employee probation period. The last thing you want to happen if for people to first their first week with a resignation letter because you haven’t given them the welcome that reaffirms their decision to join the team.
- Statistics tell us that 22% of staff turnover occurs within the first 45 days.
- That said, we also know that new employees who go through a structured on-boarding program are 58% more likely to be with the organisation after three years. What these statistics tell us is that the first few months are acritical for employees in deciding whether they want to stay. However, more often than not, a well-structured, effective on-boarding program can convince them to stay.
- These are some of the softer reasons for having a great induction and on-boarding process, so what or some of the financial reason. What’s the business case for investing both time and money into this activity?
- Employee turnover is expensive Attracting and retaining talent is a hot topic for most organisations. The cost to replace an employee can be anywhere from 30% to as much as 100% of their annual salary, depending on the role and how recruitment is carried out. If you’re recruiting for a full-time role, the time it takes to find the right employee, including the amount of notice that person needs to be can be substantial. Although some people can take only a couple of weeks to find and start, the average is around 2-3 months. This may mean the department being recruited for can have serious productively constraints over that time, which can be costly. If your new person decided to level within the first week, the impact can serve!
- Employee turnover can cost more than just money The challenge for all organisations is having highly engaged employees. Why? Because engaged employees are committed to their organisations and are instrumental in its success. They want to work toward a common goal and are motivated to do so. Engaged employees are the ones that don’t call in sick every second Monday because they had a big weekend. They may not live to work but the actually like being at work when they’re there and want to be do a good job.
- In a nutshell employee engagement has real impact on: Productivity and quality – 18% higher productive, 60% higher quality
- Lower absenteeism Lower turnover – They are 5 times less likely to leave the organisation Faster speed to competency
- All of which leads to return for shareholders – In fact Aon Hewitt have identified this as high as 50%
- So what creates engagement? This is really the million dollar question. There are many theories on this and they are wide and varied. One common factor that does seem to come up time and again is “Communicate a compelling company vision”. This seems to be the starting point for all employee engagement. The inability to connect with your employee in the short term can cost the business in the long term. An induction can help create a high level of engagement, but when it’s done badly, it can be disengaging.
- Inductions have often been approached with this attitude: (Text on screen): “Just sit ‘em in front of a computer for a day or two” (Guy at desk) Has anyone been here before? Right now, I’d be starting to ask myself if it was too late to re-think my career move.
- Let’s revisit this timeline again. If you put yourself in your employee’s shoes, with all this noise and confusion and stress and upheaval going on I their lives purpose of an induction is to vindicate your employee’s decision to join the business and to want to come back the next day.
- The first impression that we discussed earlier goes both way. When starting a new job, you’re meeting the people you’re going to spend the majority of your waking hours with. Your first day is kind of like the most painful first date imaginable. And it goes all day!
- But this isn’t a new thing. Although it feels like work stresses us out more than ever, history tells us that we’ve always been susceptible to workplace stress. In 1967, psychiatrists Thomas Holmes and Richard Rahe examined the medical records of over 5000 patients to determine the connection between stress and illness.
- Through this collaboration they identified 43 life events that qualify as stressful and can cause illness.
- Of that 43, 7 were directly related to work.
- That’s 16% of potentially dangerous stress in our lives come from work. And that was in 1967! So with all this stress that we’re under, our ability to process and retain information is severely compromised. The ability of a new employee to memorise a detailed policy document is almost non-existent. This is also a really good reason to keep your induction short in duration.
- Anxiety is becoming more and more prevalent in today’s society. Generation Y is often referred to as the anxiety generation. Australian Bureau of Statistics data from 2008 reveals that 26% of people aged 16 to 24 about 650,000 people suffered mental illnesses during the previous year.
- “Occasionally in history massive demographic change combines with relentless technological change and within a generation society altogether changes. Today we are living in such an era. “ - Mark McCrindle So workplace stress and anxiety is becoming more and more of a problem. Now think about how much more important it is considering the fact that gen ys, who we’ve always thought of as being the future, are actually here now. The youngest of this generation is now in their early 20s so in the next few years, we’ll see their numbers peak in the workforce at the same time as Baby Boomer numbers begin to decrease. We need to tailor our induction content not necessarily for ourselves, but for the next generation or the one after. We live in a country with an ageing population and are living through a time of unprecedented technological change. This is causing enormous diversity in the needs and the expectations of the people we employ. The differences between generations are nothing new and can be overhyped; but there are a few stats that relate to today’s topic that are worth mentioning.
- 86% of Gen Y’s expect a promotion within 2 years of commencing a job. They seek employment with a focus on opportunity and development rather than stability and security typically sought after by older generations. They are a transient generation who have grown up in a truly global society. The world isn’t as big as it once was and it’s getting smaller every day.
- As for longevity of employment, only one in four Gen Ys would consider staying in a job for five years.
- Longitudinal data backs this up.
- One skill in developing induction content is to appeal to the key motivators of your audience. For example, gen y will be excited by career development and promotion. So to keep these people engaged, you need to consider how your organisation handles internal promotion and career development. On the other hand, Boomers will be more interested in the stability of your company. So it’s really important to know your audience. Understanding your demographic is a great way of doing this. Consider a local council. A council’s workforce is representative of the community. They hire every age, nationality, gender and literacy levels. And the language they use in their training material needs to reflect this diversity.
- Dos and don’ts of employee induction Online inductions should encourage workers to identify with the organisation’s purpose, understand their place within the organisational culture and know where to go for support. Content should focus on values, vision and mission and steer clear of policies and assessments. We suggest you…
- See online inductions as just one step in an on-boarding process As we’ve discussed, an induction on its own is nothing more than incomplete on-boarding.
- We talked earlier about the importance of presenting a compelling company vision. This is your opportunity to do exactly this…
- THIS is what we stand for. THIS is what we value. THIS is where we’re headed. And THIS is how you can contribute! This is what I want to hear when I start a new job. I want the values, the vision and the mission of the business to be clear and for the message to be driven from the top. People want to be inspired. They want to collaborate and they want to believe in the journey.
- It’s really important that the company culture is reflected in the way the induction content is presented. We briefly touched on diversity earlier. Your induction needs to be written in conversational English that as many people as possible can understand and relate to. Another thing to consider is that job interviews tend to be formal affairs. Let your employee know that they’re part of the team by addressing them in a friendly, casual manner.
- An induction welcomes your new employee and introduces them to the business. We’ve taken this idea a step further and incorporated our own staff in our induction. We started by identifying 3 people in the business who embody the Learning Seat way. We asked each of them to provide 100 or so words on their role and how they contribute the success of the business. Their individual responses were really interesting. Without collaborating with each other, they all provided individual testimonials about how great a place Learning Seat is to work and how inspiring the culture is. Even as a veteran of many years here, I still find it really inspiring to hear people I work with speaking about the team in such glowing terms. I can only imagine how inspiring this must be for a new employee.
- An induction should not be a policy dump, nor should it address compliance subjects. A sound understanding of policies and compliance is essential. However these important topics need to be addressed in their own time and with sufficient focus to ensure their message is not diluted. The same can be said for the message you are trying to convey through your induction program. I can say with a great degree of confidence, that unless you want to tick a box, filling your induction with policies is a pointless exercise. What we’ve found is that clients who deliver policies and compliance training as individual elements of an induction programs through an LMS experience greater buy in from their staff. This approach also allows these learning events to be more effectively tracked and reported upon.
- When a person starts a new job they are presented with a huge amount of information. A 1976 study of college students from Indiana University found that students sitting lectures require around five minutes of introduction or warm-up time, and can then concentrate from 15 - 18 minutes before they completely drop off. The reason that this study is still relevant today is because at the time that this study was undertaken, students didn’t have Twitter, Facebook, Snapchat, or any of the other distractions that we have today that are reducing our ability to retain information. And we know through that our ability to concentrate for extended periods is diminishing over time. How many people can remember more phone numbers now that they could before mobile phones started doing it for us?
- If I were to highlight one key design element that we recommend you follow it is the need to utilise imagery and resist the temptation to be too text heavy. One of the great skills of our instructional design team is the ability to deliver a message in as few words as possible. A picture tells a thousand words. We find that inductions that favour images over text tend to have a greater connection with the learner. Images, used correctly, can also be a great way of overcoming any language or literacy barrier that may exist in your workforce.
- I could read this story to you, or ask you to read it for yourself.
- Or I could show you this and let you make up your own mind.