Is your hiring and onboarding process costing you unnecessarily? Did you know….
- Nearly 1/3 of people are job searching within six months of employment.
- Almost 1/3 of externally hired executives failed to meet expectations in the first two years.
- With 10-15% annual attrition, companies lose about 60% of their entire talent base within four years.
Introducing an onboarding program into your hiring process can mean the difference between retaining top employees or watching them walk out the door after several months or even weeks. Companies who implement an effective onboarding program during the first three months of the new hire’s employment will experience a 50% greater retention; a 54% increase in productivity; and a 59% higher engagement than those who don’t according to the Aberdeen Group.
Is your organization starting new employees the right way…or driving them out the door? And do you even have an onboarding program?
A strategic onboarding plan can dramatically impact your business. Therefore, it needs to be done right especially if it’s now being done remotely. Yes, there are challenges, but there are also simple, innovative ways to help new hires quickly learn the performance expectations of their new job; align their personal goals with those of the team; and integrate into your workplace culture. If that happens, it will result in higher job satisfaction and higher engagement; better job performance; and reduced turnover. it’s a win-win for everyone.
WHY SHOULD YOU ATTEND?
You have made your decision about whom to hire. You’re excited about what they can bring to your team. And you’ve gotten them excited about their new job. However, it doesn’t pay to make a great hire if that person doesn’t stick around for very long.
Therefore, it’s crucial, from day one, to make sure your new hires are involved in a robust onboarding program that will enhance their experience, their engagement and ultimately their retention.
The benefits for you as the manager or supervisor are: it introduces the new hire to the company’s culture and expectations as well as your department’s goals and key priorities. In addition, onboarding gives the employee the vital training and information needed to succeed in their new position. The sooner your new hires start feeling part of your team or department, the sooner they will start contributing at full capacity. If that happens, it will result in higher satisfaction and commitment; better job performance; and reduced turnover.
However, an onboarding program isn’t just a routine checklist; it should be a step-by-step program that makes the new hire, as well as the manager, confident they made the right choice and confident they can succeed in their new job. It’s a way to avoid buyer’s remorse both for the manager and the new hire. Also, a new hire’s compatibility or culture fit will likely be determined during the onboarding process. This can save you, the manager, from a prolonged investment of your time and money in the wrong person.
AREA COVERED
- Recognize the difference between orientation and onboarding: They are not the same, you need both.
- Identify the building blocks of an effective onboarding program: The 4’Cs: compliance, clarification, culture, and connections.
- Review a toolbox of five best practices, with real-world examples, for implementing an onboarding program in your organization.
- Understand the responsibilities of three key stakeholders: Executive management, human resources, and the new hire’s manager.
- Learn how to quickly build connections and collaboration with remote or hybrid onboarding so that everyone is on the same page.
- Don’t keep them in the dark. Know the 5 key questions that every new employee has and how to respond so that they will continue to be engaged and productive.
LEARNING OBJECTIVES
Robust onboarding programs help your new talent get up to speed faster and deter them from leaving for greener pastures. The learning objectives are:
- Recognize the difference between orientation and onboarding: They are not the same, you need both.
- Identify the building blocks of an effective onboarding program: The 4’Cs: compliance, clarification, culture, and connections.
- Review a toolbox of five best practices, with real-world examples, for implementing an onboarding program in your organization.
- Understand the responsibilities of three key stakeholders: Executive management, human resources, and the new hire’s manager.
- Learn how to quickly build connections and collaboration with remote or hybrid onboarding so that everyone is on the same page.
- Don’t keep them in the dark. Know the 5 key questions that every new employee has and how to respond so that they will continue to be engaged and productive.
WHO WILL BENEFIT?
- COO’s
- VP of Human Resources
- Chief Learning Officers
- Directors
- Project Managers
- Operation Managers and Supervisors
- Team Leaders
- Human Resources Professionals.
You have made your decision about whom to hire. You’re excited about what they can bring to your team. And you’ve gotten them excited about their new job. However, it doesn’t pay to make a great hire if that person doesn’t stick around for very long.
Therefore, it’s crucial, from day one, to make sure your new hires are involved in a robust onboarding program that will enhance their experience, their engagement and ultimately their retention.
The benefits for you as the manager or supervisor are: it introduces the new hire to the company’s culture and expectations as well as your department’s goals and key priorities. In addition, onboarding gives the employee the vital training and information needed to succeed in their new position. The sooner your new hires start feeling part of your team or department, the sooner they will start contributing at full capacity. If that happens, it will result in higher satisfaction and commitment; better job performance; and reduced turnover.
However, an onboarding program isn’t just a routine checklist; it should be a step-by-step program that makes the new hire, as well as the manager, confident they made the right choice and confident they can succeed in their new job. It’s a way to avoid buyer’s remorse both for the manager and the new hire. Also, a new hire’s compatibility or culture fit will likely be determined during the onboarding process. This can save you, the manager, from a prolonged investment of your time and money in the wrong person.
- Recognize the difference between orientation and onboarding: They are not the same, you need both.
- Identify the building blocks of an effective onboarding program: The 4’Cs: compliance, clarification, culture, and connections.
- Review a toolbox of five best practices, with real-world examples, for implementing an onboarding program in your organization.
- Understand the responsibilities of three key stakeholders: Executive management, human resources, and the new hire’s manager.
- Learn how to quickly build connections and collaboration with remote or hybrid onboarding so that everyone is on the same page.
- Don’t keep them in the dark. Know the 5 key questions that every new employee has and how to respond so that they will continue to be engaged and productive.
Robust onboarding programs help your new talent get up to speed faster and deter them from leaving for greener pastures. The learning objectives are:
- Recognize the difference between orientation and onboarding: They are not the same, you need both.
- Identify the building blocks of an effective onboarding program: The 4’Cs: compliance, clarification, culture, and connections.
- Review a toolbox of five best practices, with real-world examples, for implementing an onboarding program in your organization.
- Understand the responsibilities of three key stakeholders: Executive management, human resources, and the new hire’s manager.
- Learn how to quickly build connections and collaboration with remote or hybrid onboarding so that everyone is on the same page.
- Don’t keep them in the dark. Know the 5 key questions that every new employee has and how to respond so that they will continue to be engaged and productive.
- COO’s
- VP of Human Resources
- Chief Learning Officers
- Directors
- Project Managers
- Operation Managers and Supervisors
- Team Leaders
- Human Resources Professionals.
