1.
Tonkin
Onboarding Talent Forum
Measuring HR Metrics of Managed Onboarding
Programs: Tracking Results
Tony Wiggins
Team Leader Special Projects
Division of the Chief Health Officer, Queensland Health
17 April 2012

2.
My Contribution Today
… discuss the onboarding (OB) metrics used by
the Queensland Building Services Authority
(BSA) and possibly your organisation to ensure
engagement and retention in line with corporate
strategy.

3.
Key Points
• OB builds individual and organisational
engagement/retention
• Benchmarking OB metrics
• Measuring impact
• OB not a stand alone HR metric
• HR as a partner in business

4.
BSA - A Snapshot
• established 1992
• sets home building construction standards
• coordinates completion of defective work
• provides support, education and advice
• funded by licensee fees
• 326 employees
• head office - West End, Brisbane + 7 regional offices
• staff - building construction, insurance and legal
• learning + development function - head office

5.
HR Metrics - BSA style
Drives Business Results
HR Metrics
Leadership Relationship Organisational
Development Management Capability
Benchmarking and Research
Learning and Development Initiative
Smart State Workforce Strategy

6.
Where the journey started ...
No Direction Visionary CEO
Unskilled Staff HR = Change
Integrated Systems
Budget Problems Framework

7.
Take a reality check ...
• Kirkpatrick/Phillips + Stone
• Research/benchmarking
• Post graduate qualifications
• Evidence based practice
• Set realistic targets - people and
metrics
• Level 4 + 5 consume the most
resources
• ROI measures impact on
business

8.
3 Ds
supports ROI
Design and Develop
• OB aligned to business
/individual competencies
• 70:20:10 learning model
Deliver (4 elements)
 Pre-online learning
 Corporate
 Scenario based learning
 Building site visit

9.
OB Scorecards
Level Measurement Tools
System Individual
1. Reaction Participant satisfaction Course evaluation
2. Learning Changes in knowledge, Pre + post tests
skills and attitudes
3. Application Changes in on-the-job - 6 week follow-up meetings
behaviour /teleconferences;
- 6 week evaluation surveys
• Impact Measured changes to - 3/6 monthly evaluation
business KPIs surveys;
Economic
- Participation in business
improvement projects and
business process reviews.
5. ROI Compared program
benefits to the costs
- Track improvements - 12/24
mths
- Annual Employee Survey
- Annual Customer Continuum
Survey

10.
Making Sense of the Data
• Solid evidence of change
• Link – 3D’s and 70:20:10
Rule
• Estimated ROI results -
varies
• Level 3 transfer of learning
30%  competency
• Level 4 - 6 and 12 months
50% ROI $1: $50

11.
Success @ Time
National Recognition
Human Resource Magazine Awards
• Best Learning & Development Strategy 2004 + 2005
• Best HR Champion (CEO) 2005
• Best Change Management Strategy (Finalist) 2005
• AHRI QLD HR Award Finalists 2005
Organisational ROI Benefits
• Linked to PM competencies
• Lifelong learning culture
• Leadership Development Pipeline

12.
Critical Success Factors
• Small flexible agency - change ready
• Visionary General Manager
• Executive sponsorship
• ROI linkage to corporate goals and PM competencies
• In-house HR expertise

13.
• It takes time
• PDCA model
• Integration - HR and the business
• Resource intensive
• Engage stakeholders @ all times
• External bias free evaluation strategy
• Fresh external perspective, new outcomes

14.
HR as Strategic Partners
Recruitment - Onboarding Leadership and Involve
Cultural Fit Culture Everyone
Recognition and Interesting and
Rewards Fun Workplace
Source: BCG Creating People Advantage 2008

15.
Tony Wiggins
Team Leader-Special Projects
Chief Health Officer, Queensland Health
Email: tony_wiggins@health.qld.gov.au

16.
Integrating Research and Data (1+1=3)
10:20:70 Rule - Workplace Learning