Strategic Workforce Planning and Onboarding€¦ · Strategic Workforce Planning and Onboarding...
Transcript of Strategic Workforce Planning and Onboarding€¦ · Strategic Workforce Planning and Onboarding...
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Strategic Workforce Planning and Onboarding
Presented by:Brooke Contacos, PHR
An ISO 9001:2015 Certified Organization
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Right Place Right Skills
Right Time Right Price
RIGHT PEOPLE
Taking the steps today to ensure we have:
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• Supply Analysis
• Demand Analysis
• Budget Analysis
• Strategic Analysis
Elements of Needs Analysis
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• Employees are using time appropriately
• Work is allocated to optimize skills utilization
• Jobs are designed effectively
• Productivity rates are changing
• Current staff has the ability to achieve desired outputs
• Staff has the right kinds of skills
Gathering Information
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YearBusiness Factor
(Sales in Millions)
Labor Productivity (Annual Sales per
Employee)
HR Demand (# of Employees)
1 $3,613 $11,120 325
2 $3,748 $11,120 337
3 $3,880 $12,520 310
4 $4,095 $12,520 327
5 $4,283 $12,520 342
6 $4,446 $12,520 355
Trend and Ratio Analysis Projections
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• Projecting turnover is another essential technique for use in estimating HR requirements
• Employees leave organizations due to:
– Retirement
– Dismissal
– Disability
– Death
– Resignation
– Layoff
– Leave of absence
Are you measuring turnover?
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Turnover Calculation
Total terminations over the last 12 months = Turnover %
Average monthly workforce
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Flow Analysis
Transfers 5
Promotions 4
New Hires 15
Recalls 10
TOTAL 34
Promotions 5
Resignations 13
Demotions 0
Retirements 4
Terminations 3
Layoffs 15
TOTAL 40
Inflow OutflowCurrent
Staff
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Looking to the Future
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What is On-boarding?
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Onboard vs. Orientation Event vs. On-Going Process
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TYPICAL ORIENTATION ON-BOARDING
Transactional focus and goals Strategic focus and goals
Less than one week Includes first year
Owned and executed by human resources office
Integrates multiple offices, functions and individuals
Addresses some new employee needs Addresses all new employee needs –from information, equipment and accounts to training and networking
Employee attends Employee is active participant with vested interest in success
Yields new hires with completed paperwork and some general information
Yields successful first year for new employees – maximizes employee engagement and retention
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Orientation
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• Introductory stage in the process of new employee assimilation, and a part of his/her continuous socialization process in the organization.
• Orientation should be a component of on-boarding process.
• Many organizations focus here, and conclude any formal program within the first few weeks of employment.
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On-boarding Defined
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• On-boarding is the process of integrating employees into their new work
environment. It is the last stage of the recruitment process, goes beyond
the orientation process and is one of the first steps toward retention.
• On-boarding focuses on:
▪ a strong employer welcome,
▪ affirmation of the employee’s right choice in a job,
▪ affirmation that the employee fits into the organization,
▪ long-term relationship building.
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Did You Know…
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“Organizations that can reduce their on-
boarding time will find themselves at a
competitive advantage because employees will
reach full productivity sooner, will have higher
morale and will be more likely to stay on the
job.” (SHRM)
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Why Pay Attention to On-boarding?
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• New hires are often seen as a “cost” for most
organizations
• Productivity lost due to the learning curve for
new hires & transfers: 1 - 2.5% of total revenues.
• Organizations need to keep creative, productive
newcomers in the company long enough to justify
the costs of recruiting, hiring, and bringing them
up to speed.
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On-boarding Impacts ROI
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• The cost of losing an employee in the first year is estimated to be at least three times the salary.
• New employees who went through a structured on-boarding program were 58% more likely to be with the organization after three years.
• 22% of staff turnover occurs in the first 45 days of employment.
• Many companies leave executive on-boarding to chance and as a result experience failure rates in excess of 50% when it comes to retaining new executive talent.
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Align to mission and vision Connect to culture, strategic goals and prioritiesIntegrate across process owners Apply to all employees
PROCESS PHASES AND KEY ACTIVITES
Before First Day First Day First Week First 90 Days First Year
▪Extend personal welcome to employee▪Communicate first day logistics to employee▪Send paperwork in advance and / or online portal access▪Prepare for employee (checklists, inform team,…)▪Set up employee work space
▪Review on-boarding binder ▪Orient employee to organization and office norms▪Introduce employee mentor▪Assign first task▪Welcome lunch with Supervisor
▪Focus on sharing the mission, vision, and EE Handbook▪Meet immediate requirements for employment▪Set performance expectations and job scope.▪Review key projects▪Obtain signed copy of EE Handbook Acknowledgement of Receipt and Confidentiality agreement
▪Orientation completion▪Benefits enrollment (first month)▪Provide essential training▪Monitor performance and provide feedback▪Obtain feedback through new hire surveys and other means▪Create employee development plan
▪Recognize positive employee contributions▪Provide formal and informal feedback on performance ▪Reinforce employee development plan▪Mid-year and annual performance evaluations
OUTCOMES
High employee job satisfaction level Retention of high-performing employeesContinued employee engagement and commitment Faster time-to-productivity
Principles
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Key Players
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• The Manager
• Human Resources
• The Employee
Employee
Human Resources
Manager
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The “New” Job Challenge
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• To find a parking spot, (routine).
• To make a good impression.
• To be affirmed - they chose a good place:(Company and Culture information)
• Manager Information – Who do I work for? Can I trust him/her? How will I be treated when I make a mistake?
• What’s my job? How can I use my talents to be successful?
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Manager-Employee Relationship
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• How are we going to work together?
• My style, Your style
• Background, common ground
• Both seeking a flawless start-up
• What do we really expect from each other?
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Memorable Moments
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Think back:
• To your most successful onboarding experience
– What made it Successful?
• To your most unsuccessful onboarding experience
– What made it Unsuccessful?
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Ineffective On-boarding: Characteristics
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• Does not build employee engagement throughout on-boarding
• Programs do not work towards building relationships between new hires and their peers or experienced colleagues.
• Expectations are not clearly defined for job or the organization, and on-boarding is commonly not tailored to specific job positions.
• Demonstrating value to the organization is not a “specific” goal
• Reduced costs
• Speed to competency
• Return on salary costs
• Increased employee retention
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Where to Begin
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• If you’re just beginning, or have limited resources, start small▪ Pick a key program and/or a key demographic or population.
• Identify key stakeholders▪ Who directly benefits from the successes of onboarding effectiveness?
▪ Who needs to monitor ongoing onboarding data?
▪ Who decides what changes to make?
• Identify your measurement resource requirements▪ People
▪ Technology
▪ Tools
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Successfully On-boarding
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How many of you…
• Believe that you on-board new employees?
• Believe that your on-boarding is fully aligned with your organization’s goals and objectives?
• See opportunities for improvement?
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Measuring Your On-Boarding Program
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THANK YOU!
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• Payroll/HRIS/Recruitment/Talent
Management/Time & Attendance
Technology Solutions
• Job Analysis & Job Evaluation & Job
Descriptions
• Compensation Analysis & Design
• Performance Management Systems &
Assessment Tools
• HR Compliance Audits
• Professional HR Technical Assistance
• Affirmative Action Plans & FLSA Audits
• Employee Handbooks & Policies
• Online Behavioral Assessments
• Online Trainer and Facilitator Kits
• Online Leadership Training
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