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Beyond Onboarding:
New Employee Engagement, Immersion & Learning
Anita D. Russell
R&D Skill Development Manager

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Terminology
Onboarding Immersion and Learning
Candidate Conversion –
The logistical and
transactional work and
activities that enable a
selected candidate to
transition into becoming a
company employee
Orientation –
Introduction, as to guide one
in adjusting to new
surroundings, employment,
activity
Familiarize (a person) with
new surroundings or
circumstances
Adjust or adapt to, or
acquaint with, a particular
situation
To acquaint with the existing
situation or environment
Integration –
Coordinate or blend into a
functioning or unified
whole
Bring together or
incorporate (parts) into a
whole
Bring into common
membership in an
organization
To meld with and become
part of the culture

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Process
OnboardingOnboarding Immersion and LearningImmersion and Learning
Pre-Start Post-StartPre-Start Post-Start
Engagement of new employees is
critical right from the start!

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Efforts to create a lasing impression starts
before the first day
Assign and Ready the WorkspaceAssign and Ready the Workspace
 Complete the request for work space, computer, voice technology, phone and software
in the pre-start phase, so that the new employee has the proper tools on the first day.
 Set up the new employee’s workspace so it is ready from Day 1.
 Order necessary office supplies, business stationery and any other required materials
prior to arrival
Create a Productive EnvironmentCreate a Productive Environment
 Assign the new emplyee a mentor (highly recommended)
 Prepare and distribute a formal announcement to the new employee’s department,
immediate team, and others as appropriate
 Schedule the new employee for any departmental or role-specific integration or training
 Review job expectations that will be discussed with the new employee

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What are the dimensions of employee
engagement?
Four dimensions of engagementFour dimensions of engagement
 Emotional commitment
 Rational commitment
 Discretionary effort
 Intent to stay
Building new employee engagementBuilding new employee engagement
 Help new employees understand job,
performance objectives, vision and
strategy
 Respond to concerns of new
employee
 Ensure new employees that they
have made the right choice in joining
the organization
 Set expectations
Adapted from Corporate Leadership Council, “Driving Employee Performance and Retention through Engagement”,
2004 (www.corporateleadershipcouncil.com)

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What drives employee engagement?
Top five drivers of employee engagementTop five drivers of employee engagement
 Connection between work and organizational strategy
 Importance of job to organizational success
 Understanding of how to complete work projects
 Internal communications
 Visible commitment to diversity

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What are the critical factors for engaging new
employees?
Direct ManagerDirect Manager
Managers serve as “conduits” for employee
commitment. The manager is most important
as an enabler of employee commitment to the
job, the team, and the organization.
Meaningful Day-to-Day WorkMeaningful Day-to-Day Work
A purposed, informed connection.
Ensure employees understand how to
complete their work and its importance to
organizational success.
Senior Leadership TeamSenior Leadership Team
Employees try harder when they believe the
senior executive team has committed to them
through openness to new ideas and investing
in employee development.
Learning & DevelopmentLearning & Development
Sound career advice, a customized
development plan, and quality training
heighten effort through signaling a “credible
commitment” to the employee.
Compensation & BenefitsCompensation & Benefits
Connect compensation to performance.
Distribute clear, compelling, actionable
information about benefits programs.
Organizational CultureOrganizational Culture
Focus on “Big 5” key cultural traits—
communication, reputation of integrity,
innovation, flexibility, and customer focus.
Functional RoleFunctional Role
The first priority should be to instill
understanding of, and a belief in, the
importance of the job.
Adapted from Corporate Leadership Council, “Driving Employee Performance and Retention through Engagement”,
2004 (www.corporateleadershipcouncil.com)

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Engagement ultimately impacts performance
and retention
Source: Corporate Leadership Council, “Driving Employee Performance and Retention through
Engagement”, 2004 (www.corporateleadershipcouncil.com)

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Develop an experienced-based, new-employee
centric approach
Experienced-basedExperienced-based
The goal is to ensure a smooth transition into the company and enable new employees to
settle the individual logistics of employment quickly and become an actively contributing
member of their division, department, and team as soon as possible
New-Employee CentricNew-Employee Centric
Provide a unique opportunity to learn about the company environment, HR processes,
and the functional role.
All together, an effective program should not only shorten the time it takes for a new
employee to become a knowledgeable, contributing member of your team, but also make
the integration experience an exciting and enjoyable one
The process of integration should be experience-based, representing a core,
common, and consistent approach to integrating new employees; immersion
and learning about the organization’s mission, values, and culture; and
planning for development and retention.
Adapted from Corporate Leadership Council, “Driving Employee Performance and Retention through
Engagement”, 2004 (www.corporateleadershipcouncil.com)

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New employee commitment
Remember, commitment drives retention—employees with high
levels of commitment are significantly less likely to leave.
Guiding principles around retentionGuiding principles around retention
Employees leave and stay with companies for many reasons.
Assume any employee may be at risk for leaving.
Recognize that managers play a critical role in retaining employees.
Opportunities to learn and develop new skills are a key component of retention.
Simplicity, speed, and focus on the individual is critical to retaining new
employees.

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What is the role of the manager in engaging
new employees?
The manager’s role…The manager’s role…
 Engage new employees to ensure an exciting and memorable experience in
connecting to the company
 Build an effective manager-employee relationship
Managers also have a responsibility to…Managers also have a responsibility to…
 Be knowledgeable of the importance of engagement and early experiences
of new employees
 Understand the critical role that managers play in making the first
impression and impacting performance and retention
 Engage the new employee in a timely and effective manner

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Managers influence employee commitment
Source: Corporate Leadership Council, “Driving Employee Performance and Retention through Engagement”,
2004 (www.corporateleadershipcouncil.com)
The Manager’s Role as “Conduit”The Manager’s Role as “Conduit”
Managers not only generate commitment to themselves but also play a crucial role
in building employee commitment to day-to-day work, teams, and the organization

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Managing new employees effectively
Best Practices for ManagersBest Practices for Managers
Build the relationship
Provide department and role orientation
Provide meaningful work from the first day
Set a foundation for learning and growing
Model organizational culture and values
KEY MESSAGE
There are three underlying issues that
undermine new employee success:
 Failure to understand specific job role,
goals, and clear definition of success
 Failure to establish a cultural fit
 Failure to build relationships with
teammates and peers
Source: HR.com

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Post-start administration and logistics
Managing LogisticsManaging Logistics
Manage any logistics specific to the department or function
Getting ConnectedGetting Connected
 Verify that the new employee has met all key contacts
 Ensure that the new employee has completed required training
 Establish ongoing time on calendar to discuss role, responsibilities, and future goals
 Finalize performance objectives
 Verify that the new employee has completed the benefits enrollment, enrolled in direct
deposit, provided tax withholding information, etc.
Performance FeedbackPerformance Feedback
 Provide ongoing performance feedback and coaching
 Assist in creating a development plan
 Answer all questions and address any concerns

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Department/role orientation
As the manager be sure to…As the manager be sure to…
 Provide information on own background
 Discuss background within the department and within the
company
 Describe the major responsibilities of role
 Describe individual objectives
Getting ConnectedGetting Connected
The Department / Role Orientation serves to connect the new
employee to the department, the team, and functional role.
The manager is responsible for ensuring that the new
employee is well-integrated into the department and role.
Remember, managers not only generate commitment to
themselves but also play a crucial role in building employee
commitment to day-to-day work, teams, and the organization.
Almost allAlmost all manager activities drive employee effort.manager activities drive employee effort.

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Structured integration program
 Ways in which the department supports the overall business strategy
 Vision and objectives for the department/team and how the objectives are
measured
 Organization of the department, its structure and function (use the
organizational chart)
 Overview of the team or department's major customers/clients/partners
 Ways in which the new employee's role fits into the department (strategy,
outputs, customers/clients/partners, metrics).
 Focus on the role going forward rather than on the way in which the last
person shaped the role.
Immersion & LearningImmersion & Learning
Many departments have a formal structured integration program. Be sure to
provide in-depth information on the team, the department, and the role…

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Other suggestions
Are there any other materials or information that you might provide for the
employee to give a better understanding of the company overall? Some
suggestions include…
 Recent press releases or mass mailers (internal)
 Top line organizational charts
 Internal company publications/brochures
 State of the Business or Town Hall videos
 Recent news clippings (internal or external)
More Things to Consider
 Are there any key individuals in your area or department who could give the new
employee a good perspective on the company as a whole?
 Are there any individuals who know our industry thoroughly and would be able to
explain the nuances to a new person? [Note: This might be a good role for a team
member or mentor.]
 Does your company have a formal performance management process?

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New employee mentor
Provides Information and DirectionProvides Information and Direction
The new employee mentor takes a lead in assisting the new employee during the
integration process. This means going above and beyond to assist in setting up the new
employee for success.
A new employee mentor provides information and direction that will help the new hire
overcome barriers that could restrict or inhibit their early performance.
Key Message
Facilitating integration into employee networks incorporates a much needed
social element or “human touch”. New employees should have the
opportunity to work with a peer mentor to begin forming relationships with
current employees.
Source: Corporate Leadership Council, “Driving Employee Performance and
Retention through Engagement”, 2004
(www.corporateleadershipcouncil.com)

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New employee networking
Proactively Build RelationshipsProactively Build Relationships
Within Team
Structured networking activities assist managers in engaging new employees in their
department, within their team, and cross-functional team. Remember, to be creative and
ask your team for additional suggestions.
Staff/Departmental Meetings
Allocate time in staff or departmental meetings to perform an icebreaker activity to help
the team and the new employee to get to know one another.
Structured Meet and Greets
1:1 meeting with key individuals in department and across functions. Such meetings can
be set in an interview fashion to allow the new employee to proactively participate in the
discussion.
Social Networking
More and more companies are using social networking tools in-house to build and
strengthen collaborative learning and information sharing.

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Summary
Build a bridge to new employee commitment, performance, and productivityBuild a bridge to new employee commitment, performance, and productivity
Well Structured, Formal Process…
Onboarding (conversion from candidate to employee)
Assign and ready the work space to create a productive environment from day 1
Immersion and learning (orientation and integration)
Experienced-based and new-employee centric
Engagement…
Engagement links directly to commitment, productivity, and retention
Direct manager, leadership commitment, compensation & benefits, importance of functional
role, meaningful day-to-day work, learning and development, culture, build relationships and
network Impacts rational and emotional commitment: outputs are discretionary effort and intent
to stay
Role of the Manager…
Manager’s role is to engage new employees and ensure an exciting and memorable
experience in connecting to the company; build an effective manager-employee relationship
Managers generate employee commitment to day-to-day work, teams, and the organization

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Questions?