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• Consider the elements of onboarding

• Explore the principles of onboarding and interact with scenarios

• Listen to a campus example

• Discuss how onboarding fits in your unit

• Jot down ideas for sharing in the end

Today, we will . . .

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Employee Lifecycle

Recruit & Hire Talent

Onboard

Manage Talent

Transition

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Onboarding is the process of integrating and acculturating new employees into the

organization and providing them with tools, resources and knowledge to become

successful and productive.

What is onboarding?

– Getting On Board, A Model for Integrating and Engaging New Employees, Partnership for Public Service, 2008

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Employee onboarding, also referred to as

assimilation or organizational entry and

socialization, is the process by which a new

employee is introduced to an organization and

its vision, mission, and values.

– Fyock, 2009

What is onboarding?

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Onboarding internal candidates

Regardless of whether the employee is an

internal or external candidate, it is “the

process of acquiring, accommodating,

assimilating and accelerating new team

members to the organization.”

– Bradt and Vonnegut, 2009

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• There is NO magic process for onboarding.

• Onboarding is tied to the unique environment of each unit and may change over time.

• The onboarding process mirrors the conditions shared in the recruiting stage.

• The objectives of onboarding are to create an inviting and positive experience for the new employee.

Is it one-size fits all?

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What is the most common practice?

New employee orientation is often a discrete,

stand-alone event, conducted by a human

resources (HR) representative.

Unlike onboarding, orientation is focused on

transactional tasks such as filling out benefits

forms or paperwork, and many companies

shared this view of getting new employees

started even in the early 2000s.

– Stein and Christiansen, 2010

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Orientation vs. OnboardingTYPICAL ORIENTATION

Transactional focus

Less than one week

Owned and executed by human resources

Addresses some newemployee needs

Employee attends

Yields new hires with complete paperwork and some general information

ONBOARDING

Strategic focus and goals

Includes the first year

Integrates multiple offices, functions and individuals such as IT, parking, facilities

Addresses all new employee needs –from information, equipment, and accounts to training and networking

Employee is active participant with vested interest in success

Yields successful first year for new employees – maximizes employee engagement, socialization and retention

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Large amounts of time and money are invested in searching for and recruiting new employees.

Organizations cannot afford to disenfranchise a new hire at the beginning of his or her tenure.

In the first 18 months . . .

Why should we care?

“When our research tracked 20,000 new hires, 46% of them failed within 18 months.”

– Mark Murphy, founder and CEO of Leadership IQ, Forbes 2012

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Onboarding assists organizations in ensuring that new employees are up and functioning as soon as possible. (ROI)

If the onboarding process is implemented properly, it will enhance new employees’ transitions into the organization and help them become more engaged.

– Workforce Management, 2009a

Return on Investment

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According to the Society for Human

Resource Management (SHRM), studies

indicate that employee engagement is

partially influenced by the new

employee’s handling of the job during

the first 30-90 days of employment.

– Fyock, 2009

Engagement

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Finally, a comprehensive onboarding program,

including communicating performance indicators,

an assessment of strengths and weaknesses,

providing feedback, training, and

network opportunities can

increase employee performance by 11.3%.

– Lavigna, 2009

Increased Performance

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Overarching Goal

If the goal is to create:

• Higher job satisfaction

• Organizational commitment

• Career effectiveness

• Higher performance levels

• Lowered stress

• Lower turnover

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Then we will:

• Strategically align to the mission and vision

• Integrate the onboarding process with all stakeholders in the Institution

• Connect to culture, strategic goals and priorities

• Apply the onboarding principles

Overarching Goal

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Best Work ExperienceWhat made it great?

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The 4C’s - Levels of Onboarding

Compliance

Clarification

Culture

Connection

Which of the 4C’s did you have in your

best work experience?

Compliance is the lowest level and includes teaching employees basic legal and policy-related rules and regulations.

Clarification refers to ensuring that employees understand their new jobs and all related expectations.

Culture is a broad category that includes providing employees with a sense of organizational norms —both formal and informal.

Connection refers to the vital interpersonal relationships and information networks that new employees must establish.

Source: Onboarding new employees: Maximizing success, SHRM Foundation’s Effective Practice Guidelines Series, 2010

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Principle 1:

A recent Society for Human Resource Management survey shows that up to 17 percent of

organizations are starting networking and relationship establishment prior to start date.

- HR Specialist, 2011

Pre First-Day Acclimation

Makes sure “everything is ready for the new employees when they arrive.”

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What are some things we can do before the new employee’s first day?

So . . . we can make their first day a compelling and valuable experience!

Principle 1: Pre First-Day Acclimation

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Principle 2 Onboarding is a process that occurs over time.

Engagement between the supervisor and the new employee occurs often.

– Getting On Board, A Model for Integrating and Engaging New Employees, Partnership for Public Service, 2008

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• Spread out the training in a systematic way

• Create a plan for the onboarding process specific to their role, job duties and level of experience

• Define short- and long-term projects

• Create a 30-60-90 day milestones

• Allow for early projects to boost self-confidence and self-efficacy

Principle 2 Onboarding is a process that occurs over time.

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Principle 3 Deliver the most important information first.

Before new employees can look to the needs of your team, they need to know what affects them individually and to feel secure on a personal level.

First, new employees need to know things that affect them personally, such as “Where should I park?”, “What should I wear?” “Where will I sit?” “Who will I eat lunch with?”

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Second, they need to know about things that affect them as a member of the unit, such as:

• Who will I be working with?

• What will I do on my first day?

• What are the expectations for my job?

• How will my work be judged?

Once these questions are answered, they will be ready to learn more about the

strategic goals, vision and mission.

Principle 3 Deliver the most important information first.

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Self-efficacy

Programs that help new employees feel confident in doing their job well, create employees

who are more motivated and successful than less confident counterparts.

Self-efficacy has been shown to have a significant impact on organizational commitment,

satisfaction, and turnover.

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Principle 4 Role Clarity and a Process for Systematic Feedback

In the first week, spend a significant amount of time to . . .

• Discuss current team projects and goals.

- Get your new hire working so they make a contribution and feel accomplished

• Show how the new employee’s work fits into the master plan and why are their work is important.

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Performance suffers when expectations are ambiguous, we can prevent ambiguity with:

• Goal Setting by both employee and manager

• Timeline for expectations

• Systematic feedback where the supervisor defines what “good” looks like in this unit

• Expectations for performance appraisals

Principle 4 Role Clarity and a Process for Systematic Feedback

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Role clarity is among the most

consistent predictors of job satisfaction

and organizational commitment during

the onboarding process.

Reduce uncertainty whenever possible.

Principle 4 Role Clarity and a Process for Systematic Feedback

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Principle 5 Facilitate the process of socialization

New employees who feel connected to

other new hires, experienced staff

members, and other members of the

community are much more likely to stay

and be productive in their new job.

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Socialization Model

Anticipatory

Encounter

Organizational

Settling-in

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Socialization ModelAnticipatory Phase

The anticipatory phase supports the idea that onboarding begins in the recruitment and selection process. The “anticipatory socialization process helps individuals develop expectations about the company, job, working conditions, and interpersonal relations” (Noe et al., 2010, p. 334).

This information is learned by prospective employees when interacting with department personnel involved in the recruiting and selection process. During the anticipatory phase, staff is encouraged to provide a real-life overview of the organization, its challenges, and specific expectations of team members and job performance.

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Once the candidate accepts the offer, they enter the encounter phase which begins on the first day of work. new employees are learning and observing the organization for the first time (often attempting to reconcile what they have heard about the organization versus what they are actually experiencing on day one). Considering this, why is day 1 so important?

Socialization ModelEncounter Phase

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The organizational phase – one of the most intense phases –involves several steps and provides new employees with key information about the organization. Critical components of this phase include history, organization/company goals, language, politics, people, and performance proficiencies.

Settling-in is the time that the employee take to assimilate the information and make it part of the work experience.

Socialization ModelOrganizational and Settling-In Phases

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Organizational Phase Details

HistoryInstitutional traditions, custom, myths and background

Organizational GoalsInstitutional rules, goals and principles

LanguageSlang, jargon and acronyms unique to the organization

Based on Chao et al., 1994

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PoliticsFormal and informal relationships and power structure

PeopleSuccessful relationships with other employees

Performance ProficiencyUsing and acquiring knowledge, skills and abilities

Organizational Phase Details

Based on Chao et al., 1994

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Research has long found acceptance by

peers to be an indicator of adjustment.

According to one estimate, 60 percent of

managers who fail to onboard successfully

cite failure to establish effective working

relationships as a primary reason.

Principle 5 Facilitate the process of socialization

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Buddy systems are emerging as a key tool for the socialization aspect of onboarding.

• Official Friend

• More trivial questions

• Politically sensitive questions

• Organization dynamics and hierarchy

“Mentors are good but sometimes buddies are even better.”- Bradt and Vonnegut, 2009

Principle 5 Facilitate the process of socialization

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The managers role is often the most significant in the employee’s work life since they provide role clarity, expectations and feedback.

They also set the tone and open the door to socialization.

People join companies and . . . leave people.

Principle 6 Managers/supervisors play the most important role

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Overall, Bradt (2010, p. 4) believes that onboarding “is two-way transformational leadership as organizations transform new employees while new employees are transforming the organizations they are joining”. Successful onboarding happens when both the hiring managers and current employees, along with the new employees, take leadership roles in a combined effort heading towards the same goal (Bradt, 2010).

Principle 6 Managers/supervisors play the most important role

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When managers take the time to . . .

• Create strong onboarding practices

• Meet with new employees frequently

. . . employee productivity, retention, and loyalty is higher.

Great employees demand great managers!In your best job ever, what was your relationship with your manager?

Principle 6 Managers/supervisors play the most important role

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Principle 7 Provide early exposure to senior management for knowledge of culture

A very positive and motivating message is sent

to new employees when a senior staff member

takes the time to speak to new hires;

knowledge and fit help strengthen the

employee’s connection to the organization.

This is a wonderful opportunity to align with

the mission, vision and culture.

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Every organization has a unique culture, so helping

new hires navigate that culture—and their place

within it—is essential.

Understanding an organization’s politics, goals and

values, and learning the firm’s unique language are

all important indicators of employee adjustment

This principle is associated with commitment,

satisfaction and lower turnover.

Principle 7 Provide early exposure to senior management for knowledge of culture

Onboarding A Campus Example

Scott BladesUF Training & Organizational Development,

Assistant Director

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Question #1

How many of you look forward to experiences where you feel unwelcomed, intimidated, and stupid?

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Question #2

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How many of you enjoy experiences where you feel accepted, confident, and smart?

Question #3

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How many of you accepted your current position at UF because you wanted to have a really boring or frustrating job…where your talents would go to waste…on a terrible team?

Question #4

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How many of you took your current position at UF because you wanted an appropriately challenging job that would let you use and develop your talents to make a positive contribution on a great team?

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Most people…

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Out of place Accepted

Bored/frustrated Challenged

Waste talents Use talents

On the sidelines In the game

Dysfunctional team Great team

Planning: Ask Three Questions

• What can our team do to make this person feel welcomed and respected?

• What can we do to ensure that this person is able to contribute at a high level as soon as possible?

• What systems can I put in place to ensure that this employee continues to feel supported and develop over time?

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Slot Your Activities

• Pre-arrival

• First day

• First month

• First 3 months

• First 6-12 months

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Pre-arrival Checklist

• Initiate the GatorStart process (HR Forms)

• Make sure the employee sets up a GatorLink

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Pre-arrival Checklist

• Get the employee’s workstation ready

• Ensure appropriate access to software

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Pre-arrival Checklist

• Establish 1:1 meetings between the new employee and all team members to take place during the first 1-2 weeks

• Identify what courses this person will manage

• Establish what current or upcoming projects this person will manage or support

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Pre-arrival Checklist

• Gather materials to ensure this employee makes a smooth entry into the work

• Put together a training plan that will help the new employee achieve success in the role

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Pre-arrival Checklist

• Communicate with the new employee prior to the first day

Ask about additional software requests

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Pre-arrival Checklist

• Communicate with the new employee prior to the first day

Establish a place to have lunch on the first day

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Pre-arrival Checklist

• Communicate with the new employee prior to the first day

Establish when and where to report

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Pre-arrival Checklist

• Communicate with the new employee prior to the first day

Express that you are ready and enthusiastic about the employee joining your organization!

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Pre-arrival Checklist

• Prepare an onboarding document

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First Day

• Your main goal: Make the person feel welcomed, comfortable, and confident in your organization

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1. Basic overview 5. Tour building

2. Gator 1 ID 6. Lunch with manager

3. Parking decal 7. Independent tasks

4. Computer login 8. End of day check-in

First Week

• Main goal (for employee): Get to know our organization and complete your required trainings

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Get to know your team members via 1:1 meetings

Complete required training

Explore our website and toolkits

Attend weekly check-in to ask questions

Recognize the position’s responsibilities and tasks

Experience a welcoming environment and early success

Second Week…

• Main goal: Recognize our team’s processes and standards and complete T&OD-specific training

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Continue getting to know your team members

Meet with senior leadership

Complete any training needed for myUFL security roles

Review “T&OD Standards” for training products

What does good work look like?

• Check out classes from others on the team

• Review our online learning portfolio

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Excerpt form T&OD online course standards…

Second Week

• Main goal: Recognize our team’s processes and standards and complete T&OD-specific training

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Explore key software products with a peer

Create some mock training materials

Participate in weekly check-in with manager to review mock materials

Reflect on your motivations, strengths/challenges, goals, and your expectations of me as a leader

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Third Week…

• Main goal: Begin managing your course load and engage in first projects

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Complete 1:1 team member meetings

Begin reviewing materials for all courses you will manage

Explore additional key software with a peer (myTraining, Mediasite, etc.)

Meet with key stakeholders for your first projects

Third Week

• Main goal: Begin managing your course load and engage in first projects

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Sign up for addition training during the next 6 months

Participate in weekly check-in with manager to provide updates on progress and ask questions

First Month

• Main goals: Continue developing a “big picture” view of T&OD and HR as a whole. Make progress on your first projects

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Participate in 1-2 full team meetings

Participate in a full HR staff meeting

Make progress on your project(s)

Receive input from manager and a “feedback partner”

Participate in weekly check-ins with manager

Continue communicating with your stakeholders

First Three Months

• Main goals: Recognize all team resources/processes and complete your first project

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Receive standards-based feedback from manager and peer

Engage stakeholders in reviews of your work

Continue weekly check-ins with manager

Complete your first project

Provide feedback in many ways

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Face-to-face

Written

Standards-based Feedback

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First 6-12 months

• Main goals: Expand your contribution to include a wider range of training services (classroom, online, and/or event planning)

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Participate in subcommittee work related to a T&OD goal

Deliver two “Sharpen the Saw” sessions

Continue serving customers Continue engaging in weekly check-ins

Reflect on professional strengths

Discuss growth opportunities

Recap

• Plan with these three questions in mind:

• What can we do to make this person feel welcomed and respected?

• What can we do to ensure that this person is able to contribute at a high level as soon as possible?

• What systems can we put in place to ensure that this employee continues to feel supported and develop over time?

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Recap

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Out of place Accepted

Bored/frustrated Challenged

Waste talents Use talents

On the sidelines In the game

Dysfunctional team Great team

Recap

• Create an onboarding experience that:

Makes people feel accepted and confident

Engages new employees in appropriate challenges

Encourages people to use and grow their talents

Fosters a collaborative and supportive environment

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Thank You!

Additional onboarding resources are located on the CFO/GBAS Website

http://cfo.ufl.edu/administrative-units/gbas/

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GBAS Council Members

Cynthia Brochu

JoAnn Davis

Todd Fraser

Brian Keith

Mary Anne Morgan

Jeff Pole

Dorothea Roebuck

Kim Rovansek

Meena Thiyagarajah

Training Manager: Gwynn Cadwallader

Director: Barb Mitola

Sponsors: Mike McKee & Jodi Gentry