ONBOARDING
Fully Engage
d &
Productive
Supports Career
Progression
Improves
Retention
BuildsLoyalty
ComfortableIn Work
Environment
Feels Valued
ReaffirmsEmployment
Decision
NewEmployee
ON-BOARDING
InductionThe initial week of the employee
at the organization .
Pre-boardingBegins when the
job offer is extended &
accepted till the time employee
joins the organization
On-BoardingContinues until the employee is fully functioning
& productive. May last up to
12 months.
PURPOSE
The top pressures to implement a formalized and automated on boarding process include:• Improving time to productivity• Improving retention rates• Improving customer satisfaction
Source: Aberdeen Group, 2006
PROCESS
Selection to the day of joining (Pre-joining)
Induction program
(day1-day5)
Sales stint(up to ~ 3 months)
Functional stint(up to ~ 6 months)
On-going employee
development
•To make improvements in the future program•To demonstrate its impact and build a culture of data driven decision making•To gauge employee engagement•Interrelation to all HR functions
WHY MEASURE ON-BOARDING SUCCESS??
MEASUREMENT AT ALL MILESTONES
1 Pre-joining
Area Pre joining Activity Description Timeline Responsi-bility
Communication and
Socialization
Welcome email / phone call
Send the welcome email / a phone call for thanking the employee for the acceptance of
the offerImmediately after
acceptence of offer HR
Point of contact Provide employee with a point of contact and encourage him to ask questions
Immediately after acceptance of offer HR
Create a forum (Facebook / google
group) for all the campus hires
This will help the employee socialize with the other new hires
Immediately after acceptance of offer HR
Send festival greeting emails
This will help in building a positive image about the organization HR
Monthly News letters New joinee will be up to date with the events at the company HR
Select a buddy who will guide the employee and
discuss his responsibilities
Buddy helps the new hire understand the processes at work and the culture. Buddy
acts as easily approachable source of information for a new hire
After finalization of location and department
HR
Provide the details of buddy to the employee
HR department provides the details of buddy to the employee
After Selection of buddy HR
Phone Call / Email before joining
HR will contact the candidate about timing, venue and dress code for the induction
1 week before joining HR
Area Pre joining Activity Description Timeline Responsi-bility
Work Area
Identify a workstation / Laptop /
phone / Extention 1 week before
joining Admin
Ensure email is set up 1 week before joining Admin / IT
Put requizition for access cards 1 week before
joining HR
Documentation / Administration
Administrative forms
Collect all administrative forms that are required to be filled / signed by
employee on the first day• Non Disclosure Agreement
• Nominees for PF• Insurance coverage form
1 week before joining HR
Prepare a "Welcome KIT" to be given to the employee on the day
of joining
The kit will include –• Induction plan• Annual Report
• Organizational Structure• Employee Handbook CD
• Stationary kit• Water Bottle
• Employee Ext. No. list
1 week before joining HR
Selection to the day of joining (Pre-joining)
Induction program
(day1-day5)
Sales stint(up to ~ 3 months)
Functional stint(up to ~ 6 months)
On-going employee
development
METRICS CALCULATION OBJECTIVE/ DESCRIPTION RESPONSI-BILITY
On boarding Survey
Number of options positively answered/ Number of options
negatively answered
Help in knowing whether all the deliverables are delivered in time to the
new hire or not.HR
Reputation of organization
brand as “employer of
choice”
Questionnaire;Ratio of offers accepted to
offers made
It is important to know why the employee chose to stay with you, even
when they are being courted by recruiters from other employers -
recruiters with exceptionally attractive inducements.
HR
Feedback from the buddy
Verbal Feedback ; Number of times the contact has taken place on phone,
email or any other medium of
communication
This helps to conclude how much new hire is interested in knowing about
organization and secondly to evaluate how well the new hire is communicated
with basic information.
Mentor/ Buddy
DEFINITION: It is process of bringing/introducing/familiarizing a new recruit into the organization.
OBJECTIVES• To put newcomer at ease and effectively
integrate him/her into the organization• To communicate the company’s culture,
values and policies• To clarify the business objectives,
structure and working arrangements• To encourage socialisation• To create a sense of belongingness and
secure early commitment• To make a new employee more rapidly
productive and proficient on job• To develop realistic job expectations,
positive attitudes and job satisfaction • To establish the organisation as preferred
employer• To lower staff turnover and therefore
lower recruitment and on-the-job training costs (both time and money)
0%
10%
20%
30%
40%
50%
60%
70%
0 0.5 1 1.5 2 2.5 3 3.5 4 4.5
Diastrous First Day
Executives report Poor Onboarding Program
Senior Managers Quitting within 18 months -poor Induction
Executives Quitting within 18 months -poor Induction
Welcome
Learn
Participate
Explore
Feedback
IMPORTANCE
ENGAGING COMPONENTS OF INDUCTION
PROGRAM
2 INDUCTION
Connection
Culture
Compliance
Clarification
Success of Induction
Short Term Success
Self Efficacy
Role Clarity
Social integration
Knowledge of culture
Long Term Success
Higher job satisfaction
Organizational commitment
Lower turnover
Higher performance
levels
EMPLOYEE FEEDBACK
ROI-Increased profits Increased retention Increased health and Safety Records
4Cs: Building Block of Induction
Flowchart
Feedback Form
PREREQUISITES• Thorough acceptance and support of the different role-players for the planned
orientation framework• Consultation regarding concept and process with top and line management• Identifying a mentor (buddy) for new employees• Developing and making the orientation checklist available on the company web
portal• Arrange accommodation• Prepare a list of available people the new employee may contact with any
questions• Setting up a plant tour programme• Ensure that the location is clean and well equipped
Schedule
Selection to the day of joining (Pre-joining)
Induction program
(day1-day5)
Sales stint(up to ~ 3 months)
Functional stint(up to ~ 6 months)
On-going employee
development
METRICS CALCULATION OBJECTIVE/ DESCRIPTION RESPONSI-BILITY
Time to fill forms
Average time taken to fill forms; online checklist
To ensure employees do not face problem while filling forms. HR
Time to receiving tools
and equipments
Time to receive necessary tools, workplace etc;
online checklist
This process include assigning the work station, allocation of computer, phone,
email accounts, employment forms, schedule for training and etc.
Manager on the
floor(Admin, HR)
Employee Survey Questionnaire
To measure employee experience on the 5 day induction program, his awareness
about company policies, his roles etc.HR
Follow-up meetings of the new hire
with the mentor/buddy
Number of times mentor/buddy have interacted during induction; verbal
feedback from the mentor/buddy
This will give an indication about how the new employee is adjusting and if the
organization is delivering on what was promised and allow time for the
employee to discuss any concerns.
HR/ Mentor/ Buddy
3 TRAINING: SALES STINT, CROSS FUNCTIONAL STINT & otj
Area Activity Description Objective Timeline Responsi-bility Reviewed by
Sales Stint
Every Management Trainee will be given a sales
project
The sales project will be a Live project based on company's
requirement at that particular point of time. A project guide will be assigned to each MT for this
project.
The objective of this stint is to make all MTs aware
of the core function of the organisation
3 months Project Guide
HR/ Project Guide
Evaluation
Within Specialisation,
across verticals stint (For e.g.- An
MT specialising in
HR )
4 Live projects of 1.5 months each across 4 different verticals within
your own specialisation
For e.g.- Every MT specialising in HR will be doing 4 live projects
across different verticals like Talent acquisition & Retention, Learning & Development, Compensation and
Performance Management System. A project guide will be assigned to
each MT based on the verticals assigned to him/ her
As all the verticals are interlinked it is necessary for each MT to gain hands
on experience on each vertical to get a holistic
view of the specialisation
6 monthsHR /
Project guides
HR/ Project Guides
Evaluation
Within Vertical Stint
Job shadowing within the
assigned verticalJob shadowing will be done under
an assigned mentorTo gear him/ her up for
the road ahead by giving On -the- Job Training
3 months HR/ Mentor HR/ Mentor
Evaluation
On going programmes Activity Objective
Buddy Program
A buddy (with 6 months -2 yrs. Experience within the organisation) will be assigned to each MT right after the acceptance of offer
letter.
Buddy will help him/ her to get accustomed to the organisation's culture
Will guide when he/ she is stuck at any point of time
Will provide informal feedback regarding his/ her performance
Mentor Program
Assigning a project guide/ mentor for each project To guide throughout the project.
Mentor- Trainee lunch To enhance informal interaction between the trainee and the mentor
Employee Devlopment PlanA detailed plan describing the projects and activities MT will be working on throughout
the Onborading program
To provide an overview cum checklist of the activities MT will be expected to
perform throughout the program
Just Chill!A 4- 5 hours long informal interaction
session between all the mentors , buddies and MTs (at the end of 3 months)
To help all the MT's know each other, share their experiences and also to help them interact with the senior people of
the organization.
Welcome A department lunch to welcome all the MT's who join the department (at the end of 12
months)
To make the MT'S feel a part of the organization and also to welcome them as
a part of their department
Selection to the day of joining (Pre-joining)
Induction program
(day1-day5)
Sales stint(up to ~ 3 months)
Functional stint(up to ~ 6 months)
On-going employee
development
METRICS CALCULATION/ MODE OBJECTIVE/ DESCRIPTION RESPONSI-BILITY
Performance ratings
Performance evaluation by project guide or some
knowledge tests to be given by the new hire
Measures the performance of the new hire in the sales based project
Project Guide/ New
hire
New employee engagement
survey
Employee engagement & Employee satisfaction
surveys
High employee engagement scores indicates a successful on-boarding
programHR
Employee feedback
surveyQuestionnaire Measures employees reaction and
experience of the 3 months sales stint HR
Project Guide/ Mentor/
Buddy feedback
survey
Questionnaire Measures project guides reaction and experience of the 3 months sales stint HR
Selection to the day of joining (Pre-joining)
Induction program
(day1-day5)
Sales stint(up to ~ 3 months)
Functional stint(up to ~ 6 months)
On-going employee
development
METRICS CALCULATION OBJECTIVE/ DESCRIPTION RESPONSI-BILITY
Performance ratings
Performance evaluation by project guide or some
knowledge tests to be given by the new hire
Measures the performance of the new hire in the 6 months functional stint
Project Guide/ New
hire
New employee engagement
survey
Employee engagement & Employee satisfaction
surveys
High employee engagement scores indicates a successful on-boarding
programHR
Self assessment
Self reported scores in the assessment
Individuals are asked to rate their performance in different functions and
their interest is taken into consideration New hire
Time to completion of on-boarding
tasks
Average time taken by the new hire to complete the various tasks (course, self
evaluations) of the on-boarding program
Measure the performance and engagement of the employee and thus
the efficiency of the on-boarding program
HR
Selection to the day of joining (Pre-joining)
Induction program
(day1-day5)
Sales stint(up to ~ 3 months)
Functional stint(up to ~ 6 months)
On-going employee
development
METRICS CALCULATION OBJECTIVE/ DESCRIPTION RESPONS-IBILITY
Time To Productivity
Average number of days for a new hire to reach productivity
objectivesAn effective on-boarding program helps to reduce inconsistencies in workflow,
management and productivity.Project Guide
First year retention rate
Number of new hires retained after 12 months/Number of
new hires joined
90% of the employees make a decision to stay in the company in the initial 6
monthsHR
New employee engagement
Employee engagement & Employee satisfaction surveys
% increase in employee engagement scores year over year indicates a successful on-boarding program
HR
Employee upgrade rate
Performance management tools (% of employees receiving
a higher performance rating than the previous rating)
The measure looks at the degree to which employee performance is
improving over time. Project Guide/
HR
New-hire failure factor
No. of employees terminated within 12 months) / (Total number of terminations)
Determine how many new hires could not perform up to the expected level
and were terminated showing the inefficiency of on-boarding program
HR
THANK YOU!