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 miss 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.
What does yours do? 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 that 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’ve gotten them excited about their new job. You’re excited about what they can bring to your team. Now what?
Onboarding is important because 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.
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.
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 into the wrong person. It’s also a win-win for everyone.
LEARNING OBJECTIVES
- 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, 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, the new hire’s manager
- Learn how remote or hybrid onboarding can build connections and communication to get everyone on the same page
- Don’t keep them in the dark. Know the 5 key questions every new employee wants answered and how to respond to enhance their engagement
WHO WILL BENEFIT?
- CEO’s
- COO’s
- VP of Human Resources
- Chief Learning Officer
- Directors
- Project Managers
- Operation Managers and Supervisors
- Team Leaders
- Human Resources Professionals
You have made your decision about whom to hire. You’ve gotten them excited about their new job. You’re excited about what they can bring to your team. Now what?
Onboarding is important because 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.
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.
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 into the wrong person. It’s also a win-win for everyone.
- 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, 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, the new hire’s manager
- Learn how remote or hybrid onboarding can build connections and communication to get everyone on the same page
- Don’t keep them in the dark. Know the 5 key questions every new employee wants answered and how to respond to enhance their engagement
- CEO’s
- COO’s
- VP of Human Resources
- Chief Learning Officer
- Directors
- Project Managers
- Operation Managers and Supervisors
- Team Leaders
- Human Resources Professionals