Brief presentation outlining best practices in new hire on-boarding. Includes discussion of socialization and networks -- key elements of successful new hire integration processes.
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Welcome! Now Get to Work
1. Creating on-boarding programs that set employees up for success Partnering Resources Maya Townsend, Founder Welcome! Now Get To Work
2. On-boarding Counts 64% of new executives hired from the outside fail at their new jobs Snell, A. (2006). “Researching on-boarding best practice.” HR Review. 40% of senior managers hired from the outside fail within 18 months of hire Wells, S. J. (2005). “Diving in.” HR Magazine. 70% of leaders express dissatisfaction with their on-boarding experience Cashman, K. & Smye, M. (2007). “Onboarding. Leadership Excellence. 46% of newly hired employees fail within 18 months of hire Leadership IQ Study, 2009.
3. Why Do They Fail? Lack of cultural fit Difficulty getting things done through others Lack of connections Difficulty building relationships Sources: Concelman & Burns (2006), Salveson Stetson Group (2006), Michael D. Watkins on hbr.org (2007) , Cashman & Smye (2007).
14. High Performers Have Stronger Networks Build high-quality relationships Invest in relationships to extend expertise, balance biases, and prevent career traps Position selves at key network points and leverage people around them Cultivate select ties with external experts The top 20% of employees are more likely to build and maintain personal networks Source: Cross, Thomas, & Light, How Top Talent Uses Networks and Where Rising Stars Get Trapped
15. Successful Projects have Stronger Leadership Networks 93% of completely successful change initiatives were led by people with very strong / strong personal networks 73% of less successful change initiatives were led by people with moderate / weak networks Data: NEHRA / Partnering Resources study (2009).
16. How have companies leveraged networks to successfully integrate new employees?
17. Success Story #1 Network Components Job shadowing Manager coaching Manager-facilitated 2-day training Additional Components 16-week blended learning curriculum Self-guided e-learning On-the-job activities Result $4 million return on a program that cost $931,000 Source: Sussman, D. (2005). “Getting up to speed.” T+D.
18. Success Story #2 Network Components Customized new leader transition guide Internal peer coach interviews Creates a detailed orientation guide Team introduction HR facilitated session with leader and direct reports 90 days of peer guidance Additional Components 6-month check in 360-degree feedback Review of accomplishments and areas needing further development. Result Successfully turned around a situation of high attrition, low performance, and stalled programs Source: Johnson, L. (2006). Harvard Management Update.