HUMAN RESOURCE

MANAGEMENT

Module 3: Part 2
Topic: Development Function
Dr. Shreya Mishra, BIMTECH
Employee Lifecycle
Average cost per hire is nearly $4,700 (approx. 4
lac INR)

However, most employers argue that the cost is 3

to 4 times the salary ($180,000 is spent against
$60,000 salary
 Basic element in Cost to Hire

1) Advertising the vacancy on job sites

2) referral fees
3) the time the recruitment team spends on it
4) onboarding and interview time
5) and any employee training and new equipment cost
This makes Onboarding crucial
But what is Onboarding?
"Onboarding" refers to the processes in
which new hires are integrated into the
organization. It includes activities that
allow new employees to complete an
initial new-hire orientation process, as
well as learn about the organization and
its structure, culture, vision, mission and
values. For some organizations, the
onboarding process consists of one or two
days of activities; for other organizations,
this process may involve a series of
activities spanning one or many months
Is Onboarding different from
orientation?
Onboarding is often confused with
orientation. While orientation is
necessary for completing paperwork and
other routine tasks, onboarding is a
comprehensive process involving
management and other employees and
can last up to 12 months.
 Orientation components
organization’s, values, vision, mission, policies and
procedures, rules, and regulations

Introducing the employee to the job details

Underlying organizational structure, plus where to go and whom to talk

to in order to get certain things done (in own and other departments)

Their pay and benefits, including whom to contact with questions

During orientation we also ask the new employee to fill out this
paperwork (basic employee information, opening of bank account,
medical insurance, etc.
All new employees are onboarded—but the
quality of the onboarding makes a difference.
Too often, onboarding consists of handing a
new employee a pile of forms and having a
supervisor or HR professional walk the
employee around the premises, making
introductions on an ad hoc basis. When
onboarding is done well, however, it lays a
foundation for long-term success for the
employee and the employer. It can improve
productivity, build loyalty and engagement, and
help employees become successful early in
their careers with the new organization.
Those who strongly agree their
onboarding process was exceptional are
3.3 times as likely to strongly agree their
job is as good, or better, than expected.

But Only 12% of employees are happy

with their onboarding process.
So where do you think organizations
fail in onboarding?
 Common Mistakes in Onboarding
“It's an HR thing."

Onboarding program is too short.

Onboarding program doesn't express your culture.

New employees see no future with you.

Onboarding program is unremarkable

Employers have no idea if it's working or not

So What makes a good onboarding
experience?
 Ensuring it Answers 5 basic
Questions

What do you believe around here - Culture

What are my strengths? – Discovery of

Employees

What is my role? – Explain the job and the expectation

Who are my partners? – The people you work with (aimed to

develop trust)
What does my future here look like? – Growth opportunities
 Onboarding Program Components

Preboarding

Orientation

Foundation building

Mentoring and buddy systems

is accepted but before the actual start date. In these situations,
Preboarding
employers may want to develop strategies to link new employees to the
organization. Examples include the following:

- Inviting the employee (and, perhaps, his or her family) to tour the
facility (this visit may include a house-hunting trip and community
tour if relocation is involved).

- Mailing or e-mailing information to the employee regarding the

organization, including benefits information, the organizational chart
and company literature.

- Sending a care package to the recruit. Care packages might include

cookies, coffee, a coffee mug with the company logo or other logo
wear.

- Matching the new employee with a buddy who connects with the new
employee prior to the first day to answer basic questions (e.g., What is
 Orientation

New-hire orientation is a formal event to introduce the new employee to

the organization's structure, vision, mission and values; review the
employee handbook and highlight major policies; complete required
employee paperwork; review pertinent administrative procedures; and
provide mandatory training. This process can overload a new employee
with information and is therefore best done over a few days or a week, if
possible.
 Foundation Building

Throughout the onboarding process, an organization's unique pillars of

culture, mission, employee value proposition, brand and other relevant
foundations must be lived and conveyed consistently. New hires will not
absorb this in the first week or first month; it will take many months to
learn and apply. Identifying the enduring values and aspirational goals
unique to the organization will help guide the development of an
onboarding program.
 Mentor and buddy System
Many organizations offer a formal or informal mentoring or buddy system to support the
new employee during the onboarding period. Mentors and buddies may be volunteers or
selected by the department manager or HR professional. In some companies, recent
hires are assigned to be buddies, as they have firsthand knowledge of what has helped
them most.

Generally, the role of the mentor or buddy is to offer the new employee a connection to
someone who can guide him or her but is not in a position of direct authority or acting in
an official capacity. The mentor or buddy may be responsible for such mundane tasks as
giving directions to the restrooms or cafeteria or instructions on parking guidelines, or
he or she may be involved in helping the employee understand the nuances of working
in the organization (e.g., the hot buttons for those in executive leadership or getting
projects approved).

Mentors and buddies may be teamed with a new employee for a day, week, month or
even a year, depending on the length of the formal onboarding program and the
personal relationship that develops, especially in more-informal arrangements.
 Roles and Responsibilities

"Onboarding is everyone's responsibility" is an often-used phrase in

organizations, but without actionable items and accountability,
onboarding programs will never succeed. While every organization is
unique in how the onboarding responsibilities are shared throughout the
organization, there are some general guidelines for allocating onboarding
duties and accountability:
- Roles and Responsibilities
HR department. Completing and collecting employee paperwork (e.g., forms,
benefits); reviewing work hours, the history and background of the organization, and
the organizational chart; touring the facility.

- Training department. Delivering the onboarding program elements; guiding

lectures and discussions about organizational culture, goals and objectives; reviewing
company videos.

- Supervisor. Discussing duties and responsibilities, work behaviors, and standards

and expectations; introducing team members and other members of the
organization; touring the department; reviewing other roles and relationships within
the department.

- Co-workers. Sharing how the group works as a team, how to get things done, how to
find/requisition tools and equipment, and where to turn for support.

- Executive team. Helping the employee understand the organization's mission,

vision, values, strategic goals and objectives; reviewing roles and responsibilities at a
higher level; describing organizational culture.

- Mentor/buddy. Introducing team members and others within the organization,

reviewing informal rules and policies, answering day-to-day questions.
Who has a major role to play in
successful onboarding?
 It is the Manager – They need to
remember that employees want a
coach not a boss.
The manager-employee relationship is the most important
relationship at every stage of the employee journey. Too often,
managers are either not included in the onboarding process, or
they are given a simple checklist of items to cover. These
approaches can make onboarding into a “formality” rather than an
experience that makes an employee feel good about their decision
to work for the organization.

When managers are disconnected from onboarding, it also can

create a gap between corporate policies and the everyday work
experience. Your managers may tell a very different story than
employees initially heard about your company culture and
expectations. This can cause confusion for new employees who
easily notice misalignments and hypocrisy. They may think: If
leaders are unaware of the distance between their organization’s
core values and their own behavior, how healthy is this
organization anyway?
 So what should a manager do?
Be present, involved, available and engaged with the
onboarding process

translate what’s learned in onboarding to the employee’s specific

role and set clear expectations

Connect new employees with teammates

teach new employees how their work connects with their

teammates’ roles and the needs of the organization

ensure that employees get the resources, key experiences,

support and mentoring they need to be successful
 Types of Onboarding

Operational Onboarding

Knowledge Onboarding

Performance Onboarding

Social Onboarding

Talent Onboarding
 Operational Onboarding

At its most basic level, onboarding is about providing the tools and
equipment that the employee will need to carry out their job. How would
they feel should they turn up on their first day to no laptop or even no
assigned desk? Probably not very wanted! To prepare for a new starters
arrival, organisations should create a checklist of requirements so that
nothing gets missed.
 Knowledge Onboarding

This is about the transfer of knowledge to do the job. A training course

with an inspiring talk by the CEO may give an insight into the company
culture, but not necessarily help with learning the day job. Information for
new starters could be delivered in small chunks more effectively. Often
the knowledge is in people’s heads in organisations. So perhaps the
process is understanding who has the answers and allowing inductions
with those people. This can also help form relationships from day one.
 Performance Onboarding

New starters should be set short-term objectives and milestones that are
achievable from day one. This way, they can understand the focus of
their job role and get stuck in straight away. For example, someone
joining a customer service team could update the company manual’s
screenshots or provide feedback on customer calls. That way they can
feel they are adding value early on.

Organisations should be using performance management from day one.

Setting new starter’s goals, milestones, and then providing feedback
against these. If you think about it, how on earth can we pass someone’s
probationary review, if we haven’t set them something tangible to
achieve?
 Social Onboarding

Social Onboarding is about people feeling included, understood and

known as a person. A buddy scheme is a useful tool as people don’t often
want to admit to their manager that they do not understand something.
By having a buddy they can feel free to ask them the ‘silly questions’.

Social onboarding can start before someone joins the organisation. For
example, by asking them about a few of their favourite things you could
prepare these on their desk for when they arrive. For example, a balloon
their favourite colour and a chocolate bar they love.
 Talent Onboarding

We want to help talent to move around and be retained within the

business. Knowing peoples skills, knowledge and experience from day
one and having it recorded in a talent search system can be powerful. It
would allow individuals to be picked out for their skills from day one,
helping them to make a difference. For example, acknowledging that a
new starter has a project management qualification, specific sector
experience or can speak Japanese.
Effectively answering the 5 questions
lead to Employee Value Proposition
 Employee Value Proposition

An Employee Value Proposition is the promise you make as an employer

to your employees in return for their commitment. This promise entails
the sum of all the benefits and rewards employees receive from the
organization they work for
 So in this video we covered…..

What is Onboarding

Key Questions to Onboarding

Onboarding Components

Onboarding Types