- George Bradt, Executive Onboarding Expert, Chairman PrimeGenesis
- Shara Gamble, Director, Human Resources, TAMKO
- Chris John, Consultant, HR Client Relations, DTE Energy
- Shaun McBride, Director of Global HR Services, McCain Foods
- Melissa Nurse, HR Representative, Black & McDonald Limited
- Flora Pasini, VP, Human Resources, Altus Group
- Sharon L. Scibek, SPHR, VP, Human Resources, Capital Financial Group, Inc.
- Doris Sims, SPHR, The Succession Consultant, and Author, Creative Onboarding Programs
- Debra Wooten, Talent Manager, Walton County Tax Collector
- Onboarding is often confused with orientation and given only superficial treatment.
- Managers play a critical role in onboarding. HR must ensure that managers understand and are prepared to onboard new hires.
- Due to the key role that managers play, new hires’ onboarding experience is often inconsistent across the organization.
- Onboarding starts when the candidate accepts the job offer. It should be a continuation of the candidate experience.
- As with the candidate experience, embed the employee value proposition throughout onboarding to build on new hire enthusiasm and commitment.
Impact and Result
- Implement an onboarding program that addresses all three critical components – orientation, performance management, and development – over a series of months.
- Work with managers to ensure that they are aware of their critical role in onboarding and to ensure a consistent onboarding experience across the organization.
This guided implementation is a six call advisory process.
Guided Implementation #1 - Assess current onboarding efforts
Call #1 - Review rationale for doing the project and discuss the effectiveness of the current onboarding program.
Guided Implementation #2 - Design a plan to acclimate new hires
Call #1 - Discuss methods of organizing administrative tasks, identify key company information, and design activities to socialize new hires.
Guided Implementation #3 - Guide employees through performance management
Call #1 - Review the three components of the new-hire performance management process and how to modify them to meet the needs of your organization.
Guided Implementation #4 - Develop employees for success
Call #1 - Review the new-hire development process and how to support managers through each activity.
Guided Implementation #5 - Implement and communicate the new onboarding program
Call #1 - Review communication plan and program implementation.
Call #2 - Follow up on project metrics.
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- Title: Onboarding
- Number of Course Modules: 4
- Estimated Completion Time: 1.5 hours
Design a holistic, impactful onboarding program which moves beyond orientation to acclimate, guide, and develop employees to be successful in the organization.
By the end of this course, learners will be able to:
- Synthesize and evaluate onboarding data from multiple sources (onboarding metrics, new hire survey, feedback) to identify areas of strengths and opportunities for improvement.
- Acclimate employees to the organization by placing the emphasis not on signing documentation, but on understanding the company’s history and strategy and developing networks within the organization.
- Design a clear process to guide employees by providing clear role expectations, feedback, and coaching.
- Create purposeful development programs to cultivate key competencies for new hires and drive success in their new role.
1 to 1.5 CPD hours per course.
McLean & Company is recognized by SHRM and can award Professional Development Credits (PDCs) for the SHRM-CP® or SHRM-SCP®.
The use of this seal confirms that this activity has met HR Certification Institute’s® (HRCI®) criteria for recertification credit pre-approval.
Book Your Workshop
Onsite workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost onsite delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.
Module 1: Assess Current Onboarding Process
- Identify current practices within the onboarding program.
- Assess the needs of employees and employers.
- Define the problem and opportunities to address it.
Key Benefits Achieved
- Evaluation of the current program and gaps that need to be addressed.
- Understanding of the challenges faced by the organization and new employees.
Brainstorm current onboarding challenges.
- Identified current onboarding challenges.
Map the current onboarding process.
- Illustrated the current onboarding process.
Confirm employer needs.
Identify employee needs.
- Defined employer and employee needs.
Define the problem statement.
- Determined problem statement.
Identify gaps in the onboarding process.
- Outlined current onboarding process and identified gaps.
Module 2: Develop an Onboarding Program
- Identify key onboarding activities.
- Ensure onboarding aligns to and supports the employee value proposition (EVP).
- Create effective and impactful socialization initiatives to best acclimate new hires.
- Form the new hire performance management process.
Key Benefits Achieved
- Onboarding program optimized.
- Acclimate and guide activities for new hires identified.
- Clear onboarding guidelines for managers created.
Examine EVP alignment with onboarding.
- Highlighted EVP alignment in the program.
Update administration activities.
- Recorded administration tasks required.
Identify company information key elements.
Brainstorm socialization activities.
- Identified new acclimate activities.
Identify new hire performance management guidelines.
- Defined guide activities.
Module 3: Create an Action and Communication Plan
- Select relevant development methods for new hires.
- Prepare for the new onboarding program launch.
Key Benefits Achieved
- Establishment of core development practices for new staff.
- A plan to implement the revised program throughout the organization developed.
Review development needs to support new hire success.
- Appraised development needs.
Identify high-impact development initiatives focused on new hires.
- Selected new develop activities.
Identify timing and responsibilities.
- Assigned timing and responsibilities.
Review and customize supporting tools.
- Customized supporting tools.
Create an action and communication plan to prepare to launch new program.
- Created action plan.