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New employee onboarding

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New employee onboarding

  1. 1. Reducing the Fog: Approaches to Effective Employee Onboarding William Chin Director, Staffing Qualcomm, Asia Pacific 1
  2. 2. Agenda • A Typical Orientation • Basic Statistics on Benefits of a Strong Onboarding Program • Approaches to Strategic Onboarding • Qualcomm Case Example - Developing and Implementing an Onboarding Program 2
  3. 3. 3
  4. 4. Welcome HR Orientation 1. Ice Breaker and Intro 2. Executive Welcome 3. Badge and ID 4. PC, Account Set-up 5. Office Tour 6. Meet and Greet 7. Set-up Office 8. Welcome Lunch 9. HR, IT, Travel, Finance Policies 10. Payroll, Benefits Enrollment 11. Company History & Culture 12. Company Values 13. Training Programs 3
  5. 5. 3
  6. 6. 4
  7. 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. 8. 4
  9. 9. 5
  10. 10. Welcome 5
  11. 11. Welcome Get to Work! 5
  12. 12. What happened to the honeymoon period? 6
  13. 13. •How does work get done around here? •Who are key people I need to work with? •Who can tell me where are the pitfalls? •Who can show me the ropes? •Is there someone I can rely on? 7
  14. 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. 15. Benefits of a Strong Onboarding Program 9 Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
  16. 16. Benefits of a Strong Onboarding Program 9 Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
  17. 17. An Experience A Process Check List 10 Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
  18. 18. An Experience A Process Check List 10 Source: Strategic Onboarding, Kim Lamoureux, Bersin & Associates, 2008
  19. 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. 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. 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. 22. 11
  23. 23. •Company-wide climate survey •Performance evaluations •Manager feedback •Employee feedback •other informal data gathering 11
  24. 24. Engagement •Company-wide climate survey •Company strategies and the employee •Performance evaluations •Connection with BU and related teams •Manager feedback •Linkage with US teams •Employee feedback •Working with virtual teams •other informal data gathering 11
  25. 25. Engagement •Company-wide climate survey •Company strategies and the employee •Performance evaluations •Connection with BU and related teams •Manager feedback •Linkage with US teams •Employee feedback •Working with virtual teams •other informal data gathering Productivity •Multiple and competing priorities •Cross-functional project teams •Managing expectations •Ramp-up time 11
  26. 26. Engagement •Company-wide climate survey •Company strategies and the employee •Performance evaluations •Connection with BU and related teams •Manager feedback •Linkage with US teams •Employee feedback •Working with virtual teams •other informal data gathering Productivity Retention •Multiple and competing priorities •Work-life balance, over time •Cross-functional project teams •2nd-year critical decision point •Managing expectations •Career development, promotion •Ramp-up time opportunities •New grad hires 11
  27. 27. •Reviewed existing materials •Leveraged on US work •Customized corporate content •Created new local content •Experienced Hires •New Grads Hires 12
  28. 28. 12
  29. 29. Day 0 Pre-Onboarding 13
  30. 30. Email Welcome Note Day 0 Pre-Onboarding 13
  31. 31. Email Welcome Note Day 0 Pre-Onboarding Access to corporate information •History •Culture •Org Structure •Career Development 13
  32. 32. Day 1 Orientation 14
  33. 33. Day 1 Orientation 14
  34. 34. Day 1 Orientation Mentor Assignment 14
  35. 35. Day 2 - 365 1st Year core competency development 15
  36. 36. Day 2 - 365 1st Year core competency development 15
  37. 37. Day 2 - 365 1st Year core competency development •Half-Day sessions •Facilitator-led •Online self-study and pre-work •Modular format allows flexibility based on new hire volume 15
  38. 38. Facilitated Search
course
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  39. 39. Facilitated Search
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through Workshops the
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  40. 40. On-boarding Experience !""#$#%&'($)*+,#-('.+.+,#/*012# 7$"F)"0'%5$* 3))#!&4#5.(&2# !"#$%&'()%* /)004%#5'()%*9:#88;* ='%'B#%B*7"#)"#($;* ='%'B$0$%&* +',*-* <"3*=)%&>* D&>*=)%&>* --&>*=)%&>* . /)01'%,*2%345()%*6* . ?#"&4'8*@$'0;* . ='&"#E*='%'B$0$%&* . ='%'B#%B*G#&>)4&* !"#$%&'()%*78'%* . /");;*/48&4"'8* . @#0$*='%'B$0$%&* H4&>)"#&,* /)004%#5'()%;* . ='%'B#%B*I)4"*J);;* . A)":#%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. 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 Qualcomm’s strategies, position or opinions. 18

Notas del editor

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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 &amp;#x201C;check-list&amp;#x201D; orientation to an onboarding experience\n
  • Moving from &amp;#x201C;check-list&amp;#x201D; orientation to an onboarding experience\n
  • Moving from &amp;#x201C;check-list&amp;#x201D; orientation to an onboarding experience\n
  • Moving from &amp;#x201C;check-list&amp;#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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