On Boarding HR Insights Report

ON-BOARDING
HR INSIGHTS REPORT
On-boarding becomes more of Measurement of the Senior business leaders

a process, which starts during effectiveness of On-boarding play a key role in inspiring new
the recruitment phase is increasingly on the agenda employees from the first morning
Leadership Development | Performance Management

Career & Succession Management | Compensation & Benefits | On-boarding
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CONTENTS
1. EXECUTIVE SUMMARY . ............................................................................... 3

2. PREFACE .......................................................................................................... 5
3. KEY TRENDS ................................................................................................... 7
4. FROM EVENT TO PROCESS
Key Trend 1 ..................................................................................................... 9
CASE STUDY: OLD MUTUAL....................................................................... 11
5. TOWARDS A MULTIDIMENSIONAL PROGRAMME
Key Trend 2 ................................................................................................... 14
6. MORE ACTIVE INVOLVEMENT OF SENIOR MANAGEMENT
Key Trend 3 ................................................................................................... 16
7. ON-BOARDING GOES DIGITAL
Key Trend 4 ................................................................................................... 18
CASE STUDY: TATA CONSULTANCY SERVICES...................................... 20
8. GAIN INSIGHT: DATA DRIVEN PROGRAMME IMPROVEMENT
Key Trend 5 ................................................................................................... 23
9. CONCLUSION................................................................................................. 26
10. ABOUT US .................................................................................................... 27
11. APPENDIX........................................................................................ 28
© 2016 by the Top Employers Institute.

All rights reserved. No part of this document may be reproduced or transmitted in any form or by
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HR Insights Report On-boarding | © Top Employers Institute 2016 | 2

1. EXECUTIVE SUMMARY
The initial period of employment is an important time, it is the process by which new
employees adjust to their roles and surroundings, learning the skills that will help them On-boarding plays
succeed, connecting with internal networks to enable support and knowledge sharing, a key part in how
the company is
and blending in to the culture and vision of their employers. The benefits of having a perceived as a
seamless integration will be a more engaged and productive workforce that is better place to work
aligned culturally. With talent attraction and retention high on the agenda, On-boarding and develop
plays a key part in how the company is perceived as a place to work and develop.
This phase has a crucial influence on retention and development. If the new
employee does not settle in to their new surroundings, or fails to become productive
early enough, then managers can find their time stretched, as they need to invest more
in their new team member, whilst colleagues can become unsettled.
It is no surprise to see that companies are no longer waiting until the first day of
employment to start inducting their new employees. The process now often commen-
ces as soon as an offer is accepted, with online portals allowing access to information
around the company history, key corporate information and pre-boarding tasks to be
shared, allowing easier assimilation for the new hire. This continuous engagement is
important in ensuring new employees arrive connected, informed and already feeling
part of their new organisation. Meanwhile, the sharing of content ahead of the starting
date also avoids an information overload over the first few days, allowing proper time
to absorb and internalise the most important details.
With company culture, and the employee value proposition, becoming a real
differentiator for businesses looking to hire, and the period of On-boarding
lengthening, the process is now more of an experience, reflecting the values of the
hiring company. Today’s employees expect a richer and more varied approach to
learning, and so we begin to see online portals that replicate the functionality of social
media platforms, with content liked, shared and recommended.
There is now more to learn than the specific duties of a role, as new hires expect Many certified Top
Employers allocate
information on their new employer’s legacy - the traditions, mission and purpose - a buddy to each
presented in different ways. Videos, blogs and games all form part of the new new employee,
On-boarding experience, with internal social networks used to connect with peers, someone to offer
stakeholders and managers. Many certified Top Employers allocate a buddy to each advice, guidance
and encourage-
new employee, someone to offer advice, guidance and encouragement to help with ment to help with
the settling in. Cultural and social integration is often regarded as important as the settling in
understanding the expectations and technical specifics of the role.

Whilst technology enables and underpins much of the early learning and assimilation,
it is also helping to relieve the administrative HR burden. Manual checking and formal Measurement of
processing of new employees is now reduced. Documents can be digitally signed and the effectiveness
of On-boarding is
scanned, and online systems can keep track of all On-boarding steps and tasks, increasingly on the
notifying all concerned when they are completed or yet to be addressed. There is a agenda of
close connection with wider Learning & Development systems, which helps to identify Top Employers
learning needs whilst also enabling knowledge sharing and collaboration between new
employees and others in the organisation.
Measurement of the effectiveness of On-boarding is increasingly supported by these

systems. Many platforms now take qualitative feedback at regular intervals from
employees and managers, allowing early visibility of any difficulties during the settling
in period, and also highlighting areas for improvement or greater concentration of
effort. New employees rate their experiences, and HR evaluate, although KPIs are
mainly used to check on operational effectiveness. Greater usage of measures such as
retention rates, and managerial ratings of their new employees’ rate of progress, will
further help to gauge the business impact of On-boarding programmes.
In previous reports we have seen the suite of people processes evolving into something
more holistic, agile and dynamic, and On-boarding is no different. Previously,
ownership may have resided with either the hiring manager or HR, but there is now
input from different parts of the organisation, not least senior managers. Within 58%
of participants in the Top Employers certification programme, new employees have a
meeting with either the CEO or a member of the executive management team, and
their involvement can be crucial to a positive outcome, inspiring and motivating from
the outset.
VIDEOS, BLOGS AND GAMES

2. PREFACE
The purpose of this report is to reflect on current trends in On-boarding and how
organisations deal with these trends in their business processes.
The insights in this report are supported by the findings of the Top Employers HR
Best Practices Survey. This global HR Best Practices Survey assesses an organisation’s
HR environment in the areas of: strategy, policy implementation, monitoring and
communication of employee conditions and development.
Figure 1: AREAS OF THE TOP EMPLOYERS CERTIFICATION

FOR THE TOPIC ON-BOARDING
STRATEGY PRACTICES ROLE OF EXECUTIVE

AREAS
MANAGEMENT
MEASUREMENT KPIs TECHNOLOGY
The Top Employers certification is only awarded to organisations that achieve the
highest standards of excellence in employee conditions. For this report we have used a
selection of the certified Top Employers for 2016. The findings in this report are based
on a sample size of 600 certified organisations in 102 countries around the world. Only
organisations with more than 3,000 employees locally or more than 5,000 employees
worldwide are included.
This report is the fifth report in a series of reports on employee conditions.

The previous HR Insights reports cover the following topics:
LEADERSHIP PERFORMANCE CAREER & SUCCESSION COMPENSATION

DEVELOPMENT MANAGEMENT MANAGEMENT & BENEFITS
People develop The way that we Overall Leadership Regular coaching and Forced rankings 91% of Top Employers say Increased desire for Managers move If you want people to There is now room for Reward is no longer Monetary compensation
fastest when they feel Development performance feedback is an essential they consistently re-align diversified careers, away from being stay long term, then they higher salary increases about HR administration shifts to a more individual
define leaders are becoming a but an integral part
responsible for their is weakest in technology element of an effective goals during the year in response greater flexibility ‘talent hoarders’ to need to know why if the performance justifies it and holistic approach
own progress
is changing and measurement performance culture thing of the past to changing business needs and mobility ‘talent producers’ they are staying
of HR strategy
Leadership Development | Performance Management Leadership Development | Performance Management Leadership Development | Performance Management Leadership Development | Performance Management
Career & Succession Management | Compensation & Benefits | On-boarding Career & Succession Management | Compensation & Benefits | On-boarding Career & Succession Management | Compensation & Benefits | On-boarding Career & Succession Management | Compensation & Benefits | On-boarding
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Table 1: INDUSTRIES COVERED IN THIS REPORT IN EACH REGION
Americas Europe Africa Asia Pacific

Transport & Logistics 33% Engineering 11% Consumer Goods Automotive 15%
Energy 19% Automotive 10% & Services 14% Consumer Goods
Automotive 9% Consumer Goods Manufacturing 14% & Services 15%
Construction 7% & Services 9% Food & Beverages 11% Manufacturing 15%
Consumer Goods Banking 9% Financial Services 9% Chemicals 11%
& Services 7% IT 7% Insurance 9% Pharmaceuticals 11%
Banking 6% Retail 7% Telecommunications 9% Food & Beverages 9%
Electronics 4% Financial Services 6% Automotive 6% Hospitality 4%
IT 4% Food & Beverages 6% Healthcare 6% IT 4%
Manufacturing 4% Professional Services 6% IT 6% Transport & Logistics 4%
Insurance 2% Energy 5% Professional Services 6% Construction 2%
Other 5% Other 24% Other 10% Other 10%
Table 2: INDUSTRIES COVERED IN THIS REPORT ON A GLOBAL LEVEL
Automotive 11% Chemicals 4%

Consumer Goods & Services 11% Energy 4%
Manufacturing 8% Telecommunications 4%
Engineering 8% Transport & Logistics 4%
IT 7% Insurance 3%
Food & Beverages 6% Construction 3%
Banking 6% Pharmaceuticals 3%
Retail 6% Electronics 2%
Professional Services 5% Healthcare 1%
Financial Services 5% Hospitality 1%

3. KEY TRENDS
The attraction, development and retention of key talent are priorities for businesses
of all sizes. As the commercial world evolves quickly, through both technological and
demographic changes, On-boarding has become increasingly important in ensuring
a quick and smooth transition for new hires. It starts as soon as potential hires are
identified and often extends beyond the first few months of employment. These first
few months can be a crucial time for new hires; their initial impressions of the company
they have joined play an important part in shaping the way they assimilate and em-
brace the culture and values of their new employers.
 
For the employer there are clear benefits in having a faster and smoother integration
process. The quicker a new employee can become productive and fully immersed in KEY POINT
On-boarding starts
organisational culture, then the earlier they will start contributing to business perfor- as soon as potential
mance. This can also help to build engagement and increase retention, and reduce the hires are identified
time that managers need to invest in training and assimilation. To achieve all of this, and often extends
beyond the first few
each new employee needs a full understanding of their role and how it fits in with the
months of
overall corporate purpose, and the opportunity to form the internal social and profes- employment
sional relationships that can offer support and encouragement.
In this report we identify five key practices that should be included in today’s
On-boarding processes.
Figure 2: F
IVE KEY TRENDS THAT ARE SHAPING
THE FUTURE OF ON-BOARDING
1 From event to process
2 Towards a multidimensional programme
3 More active involvement of Senior Management
4 On-boarding goes digital
5 Gain insight: data driven programme improvement
On-boarding can be defined as the process through which new hires adjust to the so-
cial and performance aspects of their new roles. It enables them to learn the skills and
behaviours needed to function effectively within the organisation, and helps them to
settle in, identify their key relationships and feel part of the fabric of the business. It is
the way that they become productive quickly and can start contributing to wider social
and commercial aspects of the organisation.

See what Top Employers say about On-boarding:
Featuring interviews on On-boarding with:
Audrey Ann Toogood, HR Director at HeidelbergCement Belgium

arie-Liesse Allouis-Lacaze, HR Director France,
M
Belgium & Switzerland at Avanade
Alfonso Casero, HR Head at Novartis Farmacéutica Spain
“People don’t leave the

company if they feel
good from the first day”
Audrey Ann Toogood,

HR Director at HeidelbergCement
Belgium

4. F
ROM EVENT TO PROCESS
Key Trend 1
 
Historically, On-boarding has been an event that usually lasts a maximum of 2-3 days
after a new employee joins the business. In a classic orientation programme the
curriculum often centres on company HR policies and an understanding of the role,
whilst there is usually much paperwork to be completed.
The first trend nowadays is for On-boarding to become more of a process, which starts
during the recruitment phase and lasts at least 3 to 6 months post commencement KEY POINT
Nowadays On-
of employment, with some processes even lasting up to 12 months. The scope is also boarding becomes
broader. The key practices remain around the role, HR policies and procedures, and more of a process,
meetings with line manager to discuss job role, tasks and expectations. However, which starts during
the recruitment phase
there is a growing focus on internal connections, helped by the assignment of a buddy
to each new employee. Other increased activities we have seen focus on the use of
internal and external social media, particularly a rise in the use of social networking
events for new employees to help foster internal relationships from the outset.
Figure 3: STAGES OF ON-BOARDING
BEFORE FIRST DAY ORIENTATION FIRST 100 DAYS FIRST YEAR

(FIRST WEEK)
FOCUS - Provide essential -F ocus on mission - Provide training - Performance Review
information & values - Monitor - Employee Career &
- Arrange paperwork - Senior
Leadership performance Development Plan
- Align expectations involvement & provide feedback
-C larity on job role - One month
and performance evaluation
expectations - Three month
-N etworking evaluation
SOME - Provide access to - Use of gamification to - New hire get - Monitor performance,
EXAMPLES pre-employment help familiarise with together moment(s) engagement &
OF portal to share products, after orientation phase development of new
ADVANCED information (i.e. short services and - Online evaluation hires systematically
introduction videos) organisations policies - Using e-learning in - Reflect onboarding
PRACTICES
and provide engaging and procedures a game-like way, effectiveness and
content before that - Meet & great with the earning ‘batches’ to incorporate learnings
actual first day chairman recognise employees in the programme
- Send a welcome for their progress
box with some nice
goodies
The period of On-boarding can be viewed as a continuous learning and assimilation

process, with progress tracked regularly through a series of check-in meetings to
identify any early need for intervention. This helps to avoid an information overload
in the first few days, lessening the risk of the new starter becoming overwhelmed and
unable to internalise or retain much of the content. It also assists the new employee
with becoming fully immersed in the company culture.

Table 3: MOST COMMONLY USED PRACTICES SUPPORTING THE
ORIENTATION OF NEW EMPLOYEES
98% 94% 83% 81% 79% 66%

HR handbook Meeting with Regular Internal social Pre-employment Assignment
HR about check-in media to package of a Buddy
procedures meetings chat with
employees
On-boarding is also integral to the overall talent strategy. This starts through
integration with the recruitment process, as the new employee finds out more about KEY POINT
Senior business
the role and its deliverables and expectations, and also about the company values leaders play a key
and purpose. The accelerated and enhanced learning, and regular progress check-ins role in inspiring new
during On-boarding, ensure a gradual transition with Performance Management employees from the
first morning
processes that feature continuous dialogue. However, follow up sessions after one
year of joining to monitor progress are not yet widely adopted.
We see these trends happening within the organisations in our research. While many
have a clear 90-day programme, e.g. one global FMCG business has an On-boarding
programme lasting over 12 months. A pharmaceutical business uses a different
approach, which is dependent on job level, division and position, although the overall
process and component parts remain similar.
Table 4: MOST FREQUENTLY USED JOB ROLE RELATED ON-BOARDING

PRACTICES
Meeting with manager
regarding job role, tasks, 95%
expectations
A role-specific introduc-
tory training programme 90%
Post-hire
assessment 77%
Follow up session
one year after joining 62%
mentor is assigned to
A
the new employee 49%
In one of our featured case studies (see the full interview on page 11) we see how senior
business leaders play a key role in inspiring new employees from the first morning, whilst
helping them to understand from the outset the overall business purpose. A global
pharmaceutical company participating in the Top Employers certification programme also
involves leaders early in the process, ensuring that new starters understand the organisa-
tion’s history and are fully aligned with their mission, vision, values and strategic goals.

“FIND YOUR GREATNESS”
Case Study: Old Mutual
One strong example of an evolving approach to On-boarding came from the Emerging Markets part
of global financial services business Old Mutual, through the South Africa office. With a workforce of
about 18,000 the business hires around 500 new employees each year. We spoke to Siyabonga Nkosi,
Old Mutual’s Executive Lead for Organisational Effectiveness, to understand more about how they have
evolved their On-boarding process.
Nkosi explained the importance of On-boarding

within their organisation. “It is the way we
“On-boarding is
integrate talent into the business, and introduce
employees to the strategy of the business, our the Passport to
philosophy and our brand, and the experience Greatness for our
of what it is like to work at Old Mutual. It is the
Passport to Greatness for our employees.” This
employees”
message starts early in the recruitment process,
from the recruitment advertising. The offer to
prospective hires is to ‘Find Your Greatness’ and Siyabonga Nkosi,
On-boarding helps deliver on that promise by of- Executive Lead for
fering a positive experience, allowing employees Organisational Effectiveness
to integrate as quickly and positively as possible,
and become productive faster.
Old Mutual’s current approach has developed from a 5 year review of all people practices, which
looked at what refinements could help create an improved employee lifecycle. They researched
market trends, employee preferences and gathered insights from their existing staff, to help create
a meaningful experience.
“The On-boarding process begins with re-

cruitment, from the initial interaction, through
interviews and assessment, to the offer process
Old Mutual researched market
and how it is positioned, then selecting an internal trends, employee preferences
buddy so that by the time the person lands in our and gathered insights from their
business they have a structured roadmap that
they will follow”, Nkosi clarified. One of the new existing staff, to help create a
innovations is that once an offer is accepted the meaningful experience
new joiner can access the intranet that provides
them with a welcome, an overview of company
history, brand story, and Old Mutual’s business
strategy. This helps to reaffirm their decision to
join. “We are working on improving the accessibi-
lity to in line with new innovations in the market”,
Nkosi says.

On day one they will have an On-boarding breakfast where new joiners learn about how the
business has evolved. They are also introduced to the concepts of responsible business, covering
the company philosophy towards responsible investments, preserving customers’
financial wellbeing, and serving individuals and communities. This breakfast is crucial to the
success of the programme. “We invite key business leaders to come in and talk through our
strategy, our mission and our vision. It is an experiential workshop where they really get
introduced to the business, the values and mission, and their role in contributing to the business.
Exercises are completed and there are games during the session which really connect the
employee to the essence of who we are”, Nkosi told us.
We asked him, who owns On-boarding? “It is a

people practice and part of a line manager, HR
and employee enablement programme.” All three
The programme for the first 90
groups have their own portals clearly defining days sees the individual get a
responsibilities so that all know what is expected designated buddy
of them.
The programme for the first 90 days sees the individual get a designated buddy, and is designed
to help them become connected to the culture of the organisation, the brand and their business
priorities. The necessary tools and resources are there to help them build a solid foundation to
start their careers.
During the next three months there is more direction around professional development and
performance expectations, with career discussions and a look at opportunities for developing their
skills. After seven months the focus shifts to how they can add value, deeper performance
management conversations and a development plan. They also provide feedback on the
On-boarding process and how they have found it.
Crucial to the success of the programme is involvement from senior executives. A number of
them participate in the On-boarding programme, attending the breakfast on the first day.
“Essentially their primary role is to inspire the new joiners with their stories on why they joined
and what it is like to work in the business”, explained Nkosi.
Technology plays an important part from the

start. In addition to the online access, Nkosi
talked about the key role of social media in both
Crucial to the success of the
the attraction of candidates and embedding of programme is involvement from
new starters. “Internally we’ve launched a social senior executives. A number
networking tool. It helps with integration, sociali-
sation and stakeholder mapping as well as a way of them participate in the
to find out who you need to know in each part of On-boarding programme
the business.”

Several measures, both short and long term, are
used to gauge effectiveness. Some that Nkosi
mentioned were a look at retention over a period
Technology plays an important
of time, surveys after 30 and 90 days, new hire part from the start
and line manager satisfaction surveys, and staff
turnover rates. There are also group discussion
sessions to gain qualitative feedback on the programme.
For the company, the main benefits come from the faster time to productivity and contribution.
This is helped by the speed of execution; assimilation and integration, helping the business get
its return. Nkosi is in no doubt as to what drives the success of the On-boarding programme for
employees: “Our secret sauce around integrating people is hooking their hearts and minds. The
On-boarding breakfast is our flagship event. We take it seriously and invest a lot into it as by giving
new employees exposure to senior leaders very
quickly, by connecting them with the vision, mis-
sion strategy and purpose, they become hooked
and everything runs smoothly.” The breakfast is
“They feel connected to the core
part of a half day event. The experience is measu- of the business”
red at the end and Nkosi told us “is usually rated
as 10 out of 10”.
Why does he feel that this works so well? “People feel inspired, that they have joined a business
that adds value to customers and communities, and is sustainable. They can see how they are
going to grow and contribute. They feel connected to the core of the business.”

5. TOWARDS
A MULTIDIMENSIONAL PROGRAMME
Key Trend 2
First impressions are important. We saw in the previous trend that the On-boarding
process now starts much earlier, already during the recruitment phase. The first im-
pressions new hires gain may well shape the way they feel about their new employer in
the longer term. E.g. a global healthcare company participating in our research shares
organisational charts, welcome videos from business leaders and information on core
competencies, in advance of the first working day. New employees are better prepared
and have already started to feel a bond with their new employer when they start. KEY POINT
The first impressions
new hires gain may
In our previous report, we noted how the area of Compensation & Benefits was well shape the way
responding to the multi-generational workforce by adopting an approach that is more they feel about their
new employer in the
holistic, and On-boarding is no different, with some programmes being designed to longer term
meet the needs of specific employee groups.
 
EFFECTIVE ON-BOARDING NEEDS TO COVER THREE MAIN AREAS:
01 THE BUSINESS CONTEXT:

This involves the mission and vision of the organisation, its strategy, branding and positioning,
and also the challenges it may face. This information needs to be learned and internalised by
each new employee, not merely shared or made available.
02 THE SITUATIONAL CONTEXT:

In other words, the actual job. What are the expectations and deliverables, and what will success
look like? To fully understand this requires active involvement with colleagues and interactions
with managers and senior leaders. 90% of the organisations certified as Top Employers have
job-specific introductory training as displayed in table 5.
03 THE CULTURAL CONTEXT:

This covers the organisational values, how they are lived and the way they shape not only
what the business does, but also how they achieve it. This area is gaining in importance and
significance as companies begin to see the value in having someone completely aligned and
immersed in company culture from the start.
BEST PRACTICE: BLENDED ON-BOARDING PROCESS

One example organisation in our research, a global pharmaceutical
company, has a blended On-boarding process that combines an
understanding of the global, corporate, and organisational priorities
and culture with a more personalised local approach, ensuring that each new hire
is up and running immediately and quickly integrates with new colleagues. Mana-
gers understand the importance of effective On-boarding on bottom line results,
ensuring that employees quickly feel welcome, acclimatised, and able to contri-
bute to their new organisation’s success by being productive. Periodic face-to-face
meetings helped to smooth out any potential difficulties.

BEST PRACTICE: TEST-DRIVING CARS
One participant in our research, a European car manufacturer, arran-
ges for all new starters to spend a half day test-driving cars as part of
the On-boarding experience. As well as adding the element of fun, it
also helps create a strong feeling of pride in the company’s products.
KEY POINT
With new employees learning much more about the company than their specific role Today’s program-
mes are increasingly
and remit, and over a longer period, today’s programmes are increasingly designed to designed to create an
create an experience that aligns with the company’s culture and employer value experience that aligns
proposition. This experience should help create a strong identification with the with the company’s
culture and employer
business, a sense of pride, commitment and belonging as new starters feel value proposition
welcomed, valued, and engaged from the start.
TABLE 5: MOST COMMONLY USED PRACTICES SUPPORTING

THE INTEGRATION OF THE NEW EMPLOYEE
Tour around the organisation 93%
Introduction by management 89%
Team lunch/dinner 73%
Social Networking events 71%
Social Media experience sharing 69%
Meeting with Executive Management 55%
Much will depend on the involvement of their wider team and employees, and it is here
that the value of internal social networks is really felt. With 73%, the majority of our or-
ganisations in the Top Employers research having a team lunch or dinner as part of On-
boarding see table 5. These personal touches are integral to creating a sense of belonging.
BEST PRACTICE: INTERACTIVE APPROACH

Organisations in our research now also incorporate a wide range of
creative, digital and social ideas to help vary the learning process. The
approach is much more interactive, with learning games developed,
and material communicating the company’s values, mission and strategy, created to
be consumed in a more playful way. We are also seeing an increased use of video,
particularly for messages and presentations, from senior leadership.

6. M
ORE ACTIVE INVOLVEMENT OF
SENIOR MANAGEMENT
Key Trend 3
One reason why On-boarding may not have been previously given priority in many
organisations stems from a lack of clarity over who has responsibility for owning and
managing the process. Historically, HR organised orientation days, ensuring that
new employees were fully versed in company policies and procedures. However, as
businesses now move to a more transparent, agile and technology-focused operating
style, we have seen the On-boarding process embrace more areas, specifically around KEY POINT
A more integrated
culture, values and social fit. It is also becoming increasingly critical to embed On- and extended On-
boarding in day-to-day operations, to ensure it is effective and can create a supporting boarding process
infrastructure that enables continuous learning. needs input and part
ownership from
different areas of
A more integrated and extended On-boarding process needs input and part ownership the organisation
from different areas of the organisation. HR will still lead and own the overall On-boarding
experience and concept, and will also evaluate its effectiveness. Senior and line manage-
ment is increasingly involved for sponsoring and contributing to a blended programme
of learning and acclimatisation. This programme spans multiple offices, functions and
individuals.
BEST PRACTICE: MAKE A DIFFERENCE IN 90 DAYS

A manufacturing business in our research creates separate guides for
HR Business Partners, line managers, assigned buddies and the new
employee themselves, each with a clear framework and detailed
action plan to help ‘make a difference in 90 days’. Here, the
responsibilities are shared in a well-designed programme.
Involvement with senior management and peers is slowly but surely on the agenda for
businesses. For 95% of participants in our research, new employees have a meeting
with their managers regarding their role early in the On-boarding process, and for 55%
there is a meeting with either the CEO or a member of the executive management
team. As we have seen, within 66% of organisations in our research, a buddy is as-
signed to the new hire, whilst almost half allocate a mentor. We would expect the
importance of mentors to be recognised more in the near future.

As shown in table 6, Executive Management is becoming more involved with the On-
boarding process: 86% promote the importance of well-organised programmes to the
wider business, with 92% holding business leaders to account over the success of these
programmes. A large proportion of senior managers 81% introduce new employees to
the business. In our case study featuring Old Mutual (see page 11) it is the involvement
of leaders and senior executives from the outset that helps to inspire new hires from
their first day. 
Table 6: ON-BOARDING RESPONSIBILITIES OF EXECUTIVE MANAGEMENT
Business leaders are held responsible 84%

for their role in the On-boarding
process 92%
Executive Management actively 81%

promotes the importance of
On-boarding 86%
Executive Management 76%

introduces new employees
to our organisation 81%
Employees meet a member of the 56%

Executive Management team within
their first six months 58%
Average 2015 Average 2016
BEST PRACTICE: CHECKLIST

One participant in the Top Employers certification programme, a
global manufacturing organisation, designs a checklist for their line
managers to support with On-boarding. The checklist has clearly
defined tasks and responsibilities, each with a deadline, background information,
and reference to the different technologies involved. Responsibility for smooth
implementation of their on-boarding process clearly lies with the line manager,
who oversees tasks and interventions that have been created to cover the period
from pre-employment to the end of the first 6 months of employment.

7. ON-BOARDING GOES DIGITAL
Key Trend 4
In common with many other HR processes, we are now seeing technology assume a
central role in the formatting and streamlining of On-boarding. It provides a quick and
easy way to ensure that all the traditional paperwork is completed through ‘new joi-
ners’ portals, particularly as systems now have the capacity for documents to be digital- KEY POINT
We are now seeing
ly signed. This is an added bonus for hard-pressed HR teams as the amount of manual technology assume a
work, and risk of potential errors, is reduced in the formal processing of new employ- central role in the
ees. Another benefit for HR should come from the amount of data that technology can formatting and
streamlining of
provide, allowing easier reporting and offering the chance to gain valuable insights that On-boarding
can inform process enhancements, thereby helping to improve effectiveness.
A portal (or intranet) providing new hires with access to all relevant information about
the On-boarding process is regularly provided by 88% of participants (see table 7). A
relatively new development has been to provide access ahead of start date, something
that around 18% allow. The opportunity to get a lot of the formalities out the way early
should lead to a rise in the adoption of this trend.
One major benefit provided by an online system is the facility to keep track of all
KEY POINT
On-boarding steps and tasks, knowing that they have been completed, without the 34% of the partici-
need for manual checking. This is an emerging trend, with 34% of participants in our pants in our research
research already offering a platform that tracks progress on completion of all tasks already offer a
platform that tracks
and activities (see table 7). Along with allowing access ahead of commencement of
progress on
employment, we anticipate this will become an increasingly common practice over the completion of all
next couple of years. tasks and activities
Table 7: TECHNOLOGY USE WITHIN ON-BOARDING
88% 34% 18%
Top Employers using Top Employers using Top Employers making

On-boarding portals systems for managing use of online access to
the On-boarding tasks On-boarding
and activities

When looking at the key uses for technology within On-boarding, we can see clear
parallels with the way it is used for Learning & Development. There is the potential to
identify learning needs, create a learning plan, and set up specific e-learning modules.
There’s also a social element. Through collaboration and sharing with other learners,
outcomes can be measured and tracked for improved awareness, greater understan-
ding, enhanced capabilities and better performance. Many solutions also incorporate
strong elements of mobile technology to help with a blended learning experience.
BEST PRACTICES: TECHNOLOGY

Several employers in our research ensure that technology is embed-
ded in the On-boarding process. A global business services provi-
der has a mandatory web based e-learning course, available to each
new hire, offering detailed information about the organisation’s
background and resources, which must be completed within 30 days of joining.
Technology is also used to help employees connect, engage and share. A large
manufacturing business has restyled their e-learning interface to support On-
boarding with strong social and interactive elements. Their pages reflect a style
more associated with some online retail and review sites, incorporating news,
social conversations and messages, with user ratings and comments for modules,
and further learning links.
One strong example from a pharmaceutical business included a microsite where

key information for On-boarding was presented in a creative, fun and visually
attractive way. This linked from a fully interactive On-boarding platform contai-
ning video content, guides, checklists, helpful information and tips, and links to
relevant information on the company’s intranet. There were also two separate
sections - one for the new employee, and one for the manager – displaying more
personalised information and supporting documents.

CREATING A SEAMLESS
INTEGRATION EXPERIENCE FOR EMPLOYEES
Case Study: Tata Consultancy Services
To offer an experience of Certainty and make it a joy for all stake holders to work with TCS is central
to the philosophy of Tata Consultancy Services (TCS). This is realised for a new joiner through the
seamless integration experience from the time an offer is made to the end of first year of employ-
ment. We spoke to Vasudevan Rajagopalan, Head of Talent Acquisition in India, to find out more
about their approach.
He explained the three objectives of ‘Career, Connectedness and Consistency’ behind the TCS ap-
proach to On-boarding. The first objective focuses on helping to instil a sense of belonging, encoura-
ging each new joiner to look at the organisation as a place where they can build a long-term career,
instead of purely having a job. Secondly, we talked about the aim of ensuring that new employees
who may start working in a smaller unit, or on a smaller project, identify themselves with the larger
group. “At the entry point we make them feel part of a larger organisation, so they see the bigger
picture, look forward and associate themselves with it and not just with the smaller unit or project
they may have started with”, Rajagopalan told us. He further explained that the third objective is to
offer a consistent experience: “Because of the diverse spread of the business, anyone can join at any
time in different locations or business units. We want to make sure the entire process of On-boarding
is consistent, irrespective of the location or business unit someone joins.”
There are two phases to the On-boarding

process, known as iBegin and iBelong. Both are
platform-based, heavily supported by technology,
“New employees
and are designed to help create a feeling of feel part of the
‘belongingness’ within the organisation. This is business in a
achieved through combining information rele-
vant to the individual’s role, work content, and relatively short
project team, with a wider perspective gained space of time”
from access to content on the broader business
viewpoint. Vasudevan Rajagopalan,
Head of Talent Acquisition
The iBegin phase starts when the new hire is
made an offer. The platform is digitally enabled for
the hiring manager, relevant HR contact, and the new hire, allowing the latter to identify all their key
stakeholders. Through this platform, relevant content and messages are shared which help to start
building the new hire’s knowledge of the wider organisation. “It helps them to have a lot of open
communication, so the new person can familiarise themselves with the organisation”, Rajagopalan
explained. The hiring manager engages with the new joiner through initiatives such as coffee connect
and also able to notify relevant internal teams of what the new hire will need for the start of On-
boarding, so that areas such as infrastructure and workstation are all in place. The iBegin platform
enables a Buddy being assigned to the new joiner, who supports in the initial settling down and
induction phase, who also becomes the ‘Go-to’ person for any queries during the initial period.

Once the new employment starts, the iBelong
phase takes over. This commences with a formal The individual has the option to
2-day induction and orientation programme,
which is delivered in person and introduces write blogs and post videos, the
the new hire to all the different facets of the opportunity to post messages
organisation and their business unit, which they
need to know from the start. Much of this is
and comments, and to like and
also available to them digitally, enabling the new share content
hire to reference back and have access if they
are working in a more remote location.
The iBelong platform supports the new hire through the first year of employment. There is infor-
mation that they need to know and have access to at different points during that year (e.g. after the
first week, month, quarter, half year), and their learning goals as well as their resources are clearly
identified. “There is a lot of content available for the person to find out about their business unit, and
to connect with their business leaders. This engagement continues through the next 12 months.”
Feedback is important too. “There are multiple points at which we take feedback from the employee.
This is captured so we know how the new employee is fitting in with the organisation,” Rajagopalan
told us. This feedback is visible to the hiring manager and those responsible for overseeing integra-
tion, allowing them to gauge how the new person is settling in.
The two platforms help with initial integration, after which time the new employees become part of
a broader internal social and learning network, known as KNOME. Rajagopalan explains that “this
is the knowledge management platform for the whole enterprise. Employees connect to different
employer groups; create communities and interest groups, and share feedback and blogs. It is
something that everyone has access to.” Employee participation in this network is boosted through
having a range of good content and an interactive user experience that replicates platforms such as
Facebook and WhatsApp. The individual has the option to write blogs and post videos, the opportu-
nity to post messages and comments, and to like and share content. This very much looks ahead to
how people might learn and share knowledge in the future. According to Rajagopalan, some of the
most popular content is that which deals with the heritage of TCS, its culture, values and history.
This approach to On-boarding has been implemented fairly recently, and to help keep evolving it
they have established a cross-functional team, drawn from HR, leadership and line managers, to
review the feedback of people going through the programmes, thereby measuring consistency,
how well it works and what may be missing. In addition to the monitoring of feedback, Rajagopalan
described the other methods used to measure effectiveness.
“We look at satisfaction scores of people going through the programme, and we also measure it
from an attrition perspective, looking at the number of people who join us and leave within a one
year timeframe. We also look at satisfaction from the business user’s perspective, how is their expe-
rience of working with the new joiners, do they have the necessary knowledge and understanding of
the organisation, and do they have a sense of belongingness.”

TCS sees three main benefits from using this approach to On-boarding. The first is that “for the
employee there is continuous engagement right from the time the offer is made, to the end of
the first year of employment”. The second is also quite vital considering the size and spread of the
organisation: “Without the platforms, it would have taken a few years to understand the different
things that the individual needs to know about the organisation, all the key and important people
they need to know and connect with, and now
they can do all this within the first few weeks”,
Rajagopalan explained. New employees feel part
of the business in a relatively short space of time “There are multiple points at
and are able to get knowledge and visibility that which we take feedback from the
may otherwise have taken much longer. The third
employee. This is captured so we
benefit is for their overall talent attraction efforts.
New employees share their experiences with know how the new employee is
their wider networks (both external and internal) fitting in with the organisation”
and this helps build positive awareness for TCS
when hiring.
The On-boarding programme is also enabled with a Rewards & Recognition programme as an
encouragement to the new joiners to who have effectively utilised the platform and the learning
content and to all internal stake holders for their effective contribution in the integration of new hires.
In a competitive recruitment marketplace it is important for businesses to be able to differentiate

themselves, and TCS have found that the positive perceptions created by the engagement, and
feeling of ‘belonging’ that the iBegin and iBelong frameworks offer, has helped greatly.

8. G
AIN INSIGHT: DATA DRIVEN PROGRAMME
IMPROVEMENT
Key Trend 5
As On-boarding processes evolve, it is increasingly important to track key metrics and

measure the impact and effectiveness of the programme, particularly if the aim is to
assimilate new employees quickly, smoothly and effectively, helping them become
productive and aligned with business values and goals.
Measurement is one area in which all certified Top Employers are consistently impro-
ving their efforts, with all aspects showing higher usage than previous years (see table KEY POINT
74% of the partici-
8). There are two main areas to look at. The first area is a check on the progress of pants in this research
employees, ensuring that the On-boarding process is effective, and the second is to ask employees
reflect on the process itself, looking at areas for improvement or refinement. The most to evaluate their
own On-boarding
popular measures cover both of these areas. experience against
expectations
83% of the organisations in our research consistently have meetings with new employees
at the end of a probationary period or after a fixed period of time, whilst 74% ask employ-
ees to evaluate their own On-boarding experience against expectations. Evaluation by HR
is also a popular measure, used by 71% of participants in our research, whilst evaluation by
management is increasing in popularity, but still only occurs in half of participants.
Table 8: MEASURING AND MONITORING ON-BOARDING
Meeting with employees 71%

at the end of the
probationary period 83%
Employees evaluation 63%
of their on-boarding
experience 74%
59%
Evaluation by HR
71%
60%
Reporting on KPIs
70%
Measurement of 57%
first impressions 60%
Evaluation by 40%
Management
48%
Average 2015 Average 2016

Perhaps surprisingly, reporting on KPIs is not yet a common practice amongst the Top
KEY POINT
Employers community, with only 70% adopting this, although with an increase of 10%
A structured tracking
over last year, it is clearly an upcoming measure. Where KPIs are used it is often mostly of progress and
to measure operational effectiveness, such as the proportion of induction training performance of new
completed on time, although we are beginning to see measures related to programme hires during their first
year is not yet a com-
effectiveness. These measures include a look at first year retention, the percentage of mon practice
employees leaving within the first two years and how many external recruits become
regarded as ‘high potential’ within that timeframe.
FIGURE 4: MOST COMMON KPIS TOP EMPLOYERS USED IN THE RESEARCH 2016
Satisfaction On-boarding experience satisfaction rate

% new joining with good or very good first
impression of the organisation
% employees that rate the effectiveness of
On-boarding as very positive
Satisfaction with the information received pre-joining
% buddy overall rating ‘good’ or ‘very good’
Process compliance % On-boarding training completed on time

Attendance rate On-boarding programme
% completed On-boarding survey
Time to productivity / New hire average performance rating

effectiveness
Average time to productivity
Employee engagement index for new hires
Retention % voluntary leaves in the first year

% increase first year retention
Cancellation rate after probation

We see few attempts though, to relate the outcomes of On-boarding to business
results, whilst the more structured tracking of progress and performance of new hires
during their first year is not yet a common practice amongst participants in the Top
Employers research. Improving both of these measures could help establish how
developed On-boarding can positively impact traditional HR concerns such as per-
formance management and employee engagement. The insights gained from more
regular check-ins could also be used to both improve the effectiveness of the process,
and allow for corrective measures at an early stage.
BEST PRACTICE: MEASURE PERFORMANCE

There are some participants using insights from regular check-ins.
One example involves the use of a tracker to measure performance
and development after 3, 6 and 12 months for senior leadership po-
sitions, with cultural integration also being taken into account. Mean-
while a global manufacturing business measures the average performance appraisal
ratings of first year joiners and then compares to those of promoted employees.
BEST PRACTICE: FACE-TO-FACE CONVERSATIONS

Another organisation has their managers conduct face-to-face con-
versations with new starters at the end of their first day, week, month
and quarter, with a survey after 6 months. Any problems, difficulties
or mismatch of expectations can be quickly identified and corrected.

9. CONCLUSION
Employee preferences and expectations are changing. They find out more about their
potential new employer during the recruitment process and have access to informa-
tion that indicates if they are likely to be a good company to work for. In this climate,
previous On-boarding approaches, that began on the employee’s first day, and often
consisted of completing employment paperwork and getting an introduction to
company policies and HR procedures, are no longer relevant. We now see
On-boarding evolving from a first day event to an ongoing continuous learning
process.
Programme effectiveness is beginning to be assessed, primarily through measuring

both first year retention rates, and managerial satisfaction with their new hires’ know-
ledge and level of contribution. Closer tracking of progress and performance is not yet
commonplace. This should change as the newer approaches to performance
management and career and succession management that have been featured in
earlier reports, gain wider adoption, offering more real time insight in to how
new employees are integrating and contributing.
Social and cultural integration is also now a major part of the On-boarding process.
Whilst a range of learning approaches can help the new employee to understand the
key performance parts of their new role, the increasing use of social networks ensures
that they are aligned with the organisational values. The settling in period is now made
smoother by the allocation of a buddy, or mentor, to offer guidance and encourage-
ment, whilst senior management play an active role in introducing them to the business
purpose and legacy.

10. ABOUT US
The Top Employers Institute globally certifies excellence in the conditions that
employers create for their people. Optimal employee conditions ensure that people
develop themselves personally and professionally. This in turn enables companies to grow
and to develop, always.
Headquartered in the Netherlands, the company, previously known as the

CRF Institute, has recognised Top Employers around the world since 1991. The company
is now active in more than 100 countries and in six regions: North America, Asia Pacific,
Europe, Middle East, Africa and Latin America. Almost 1,100 Top Employers were
successfully certified in 2016.
David Plink, CEO: “Over the years, we have assessed and

certified companies around the world using our proprietary
methodology. We strongly value our objectivity, independence
and selectivity. As a result, current and prospective employees
can trust upon the certified organisations to have excellent
conditions in place for their people to develop, always”
CONTACT US
To learn more about the Top Employers
Institute, certification procedures and the
benefits of positioning your organisation
amongst the world’s leading employers,
please contact:
Top Employers Institute Headquarters

Herengracht 208
1016 BS Amsterdam
The Netherlands
T: + 31 20 262 99 15
info@top-employers.com
www.top-employers.com

11. APPENDIX
INDUSTRY AVERAGES IN ON-BOARDING
Consumer Goods and Service
Transport and Logistics

Professional Services
Food and Beverages
Financial Services
Pharmaceuticals
Manufacturing
Construction
Engineering
Automotive
Electronics
Chemicals
Insurance
Banking
Telecom
Energy
Retail
IT
On-boarding practices related to orientation:
1. Pre-employment package 69% 63% 90% 100% 77% 100% 70% 95% 77% 72% 78% 90% 88% 100% 93% 94% 90% 80%
Key Trend 1 - 2. HR Handbook 100% 94% 90% 100% 97% 100% 100% 100% 100% 94% 100% 100% 96% 100% 100% 94% 100% 100%
From event 3. Assignment of a Buddy 50% 63% 70% 38% 80% 43% 60% 68% 62% 78% 78% 85% 63% 100% 80% 81% 70% 70%
to process 4. Internal social media to chat with employees 75% 75% 90% 75% 80% 86% 80% 77% 85% 72% 56% 95% 88% 100% 93% 75% 90% 80%
5. Meeting with HR about procedures 97% 75% 100% 100% 93% 100% 100% 95% 92% 89% 100% 95% 100% 100% 100% 75% 90% 90%
6. Regular check-in meetings 91% 75% 100% 75% 90% 86% 80% 77% 77% 89% 89% 100% 96% 100% 87% 75% 90% 80%
On-boarding practices related to job role:
1. M
eeting with manager regarding job role,
100% 94% 100% 100% 97% 100% 90% 100% 100% 94% 89% 100% 100% 100% 100% 94% 90% 100%
tasks, expectations
2. A role-specific introductory training programme 91% 88% 90% 100% 80% 86% 90% 91% 100% 78% 89% 90% 96% 88% 87% 88% 100% 80%
3. A mentor is assigned to the new employee 50% 38% 60% 25% 33% 43% 70% 45% 38% 39% 33% 70% 54% 75% 60% 63% 60% 20%
4. Post-hire assessment 72% 81% 90% 63% 73% 71% 80% 68% 92% 78% 67% 90% 71% 75% 80% 56% 80% 90%
Key Trend 2 -
5. Follow-up session one year after joining 63% 63% 60% 50% 50% 86% 80% 73% 54% 56% 44% 85% 67% 63% 73% 63% 70% 70%
Towards a
On-boarding practices related to connecting:
multidimensional
programme 1. Introduction by management 91% 81% 100% 100% 97% 100% 90% 91% 85% 89% 89% 95% 100% 100% 73% 81% 90% 100%
2. Tour around the organisation 100% 75% 100% 100% 97% 100% 90% 95% 77% 94% 89% 95% 100% 100% 93% 88% 80% 100%
3. Meeting with Executive Management 53% 38% 50% 50% 57% 43% 40% 59% 62% 67% 56% 75% 50% 75% 27% 50% 60% 70%
4. Social Networking events 75% 56% 60% 75% 53% 71% 70% 95% 69% 50% 67% 75% 71% 75% 73% 75% 60% 60%
5. Social media experience sharing 50% 56% 70% 63% 57% 57% 80% 59% 85% 56% 67% 90% 71% 88% 93% 56% 90% 60%
6. Team lunch/dinner 69% 56% 70% 63% 57% 86% 70% 86% 85% 61% 89% 65% 75% 100% 53% 56% 60% 80%
Executive Management introduces new

81% 56% 90% 100% 83% 71% 90% 77% 85% 100% 89% 85% 88% 88% 67% 88% 60% 100%
employees to their organisation
Employees meet a member of the Executive
53% 56% 60% 63% 47% 71% 40% 73% 62% 61% 56% 85% 63% 63% 47% 38% 80% 60%
Management team within their first six months
Business leaders are held responsible for their
97% 75% 80% 100% 87% 71% 80% 100% 92% 100% 78% 90% 100% 100% 100% 94% 100% 100%
Key Trend 3 - role in the on-boarding process
More active Executive Management actively promotes the
97% 81% 90% 63% 83% 86% 80% 73% 100% 100% 78% 100% 83% 88% 100% 81% 100% 100%
involvement importance of on-boarding
of Senior An On-boarding portal is being provided to
88% 100% 80% 75% 83% 100% 80% 100% 100% 78% 100% 90% 83% 88% 87% 69% 90% 80%
new employees
Management
A system for managing the on-boarding tasks
19% 31% 80% 50% 27% 0% 30% 27% 46% 44% 33% 70% 29% 50% 40% 25% 40% 20%
and activities is in place
New employees get on-line access to on-boar-
ding information already before the first working 6% 19% 10% 0% 13% 14% 10% 9% 15% 11% 22% 35% 4% 50% 40% 19% 20% 10%
day via a online/virtual on-boarding platform
On-boarding practices related to measurement:
1. Measurement of first impressions 53% 50% 60% 75% 57% 43% 50% 73% 77% 61% 67% 85% 54% 63% 87% 63% 70% 40%
2. Employees evaluation of their own

78% 81% 90% 50% 77% 57% 40% 73% 92% 89% 67% 100% 71% 100% 40% 38% 80% 70%
On-boarding experience
Key Trend 4 -
On-boarding goes 3. Evaluation by Management 53% 38% 60% 50% 57% 43% 40% 18% 46% 72% 56% 60% 42% 75% 67% 56% 70% 20%
digital 4. Reporting on KPIs 72% 56% 70% 75% 77% 29% 60% 68% 77% 72% 67% 95% 67% 88% 53% 63% 60% 50%
5. Evaluation by HR 75% 63% 80% 75% 73% 86% 50% 59% 62% 89% 67% 75% 67% 100% 47% 69% 80% 90%
6. Meeting with employees at the end of the

97% 88% 90% 75% 77% 86% 90% 95% 77% 89% 67% 80% 92% 100% 100% 56% 90% 90%
probationary period

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ON-BOARDING

On-boarding becomes more of Measurement of the Senior business leaders

Leadership Development | Performance Management

1. EXECUTIVE SUMMARY . ............................................................................... 3

© 2016 by the Top Employers Institute.

HR Insights Report On-boarding | © Top Employers Institute 2016 | 2

HR Insights Report On-boarding | © Top Employers Institute 2016 | 3

Measurement of the effectiveness of On-boarding is increasingly supported by these

VIDEOS, BLOGS AND GAMES

HR Insights Report On-boarding | © Top Employers Institute 2016 | 4

Figure 1: AREAS OF THE TOP EMPLOYERS CERTIFICATION

STRATEGY PRACTICES ROLE OF EXECUTIVE

MEASUREMENT KPIs TECHNOLOGY

This report is the fifth report in a series of reports on employee conditions.

LEADERSHIP PERFORMANCE CAREER & SUCCESSION COMPENSATION

HR Insights Report On-boarding | © Top Employers Institute 2016 | 5

Americas Europe Africa Asia Pacific

Table 2: INDUSTRIES COVERED IN THIS REPORT ON A GLOBAL LEVEL

Automotive 11% Chemicals 4%

HR Insights Report On-boarding | © Top Employers Institute 2016 | 6

1 From event to process

2 Towards a multidimensional programme

3 More active involvement of Senior Management

4 On-boarding goes digital

5 Gain insight: data driven programme improvement

HR Insights Report On-boarding | © Top Employers Institute 2016 | 7

Featuring interviews on On-boarding with:

Audrey Ann Toogood, HR Director at HeidelbergCement Belgium

“People don’t leave the

Audrey Ann Toogood,

HR Insights Report On-boarding | © Top Employers Institute 2016 | 8

Figure 3: STAGES OF ON-BOARDING

BEFORE FIRST DAY ORIENTATION FIRST 100 DAYS FIRST YEAR

The period of On-boarding can be viewed as a continuous learning and assimilation

HR Insights Report On-boarding | © Top Employers Institute 2016 | 9

98% 94% 83% 81% 79% 66%

Table 4: MOST FREQUENTLY USED JOB ROLE RELATED ON-BOARDING

HR Insights Report On-boarding | © Top Employers Institute 2016 | 10

Nkosi explained the importance of On-boarding

“The On-boarding process begins with re-

HR Insights Report On-boarding | © Top Employers Institute 2016 | 11

We asked him, who owns On-boarding? “It is a

Technology plays an important part from the

HR Insights Report On-boarding | © Top Employers Institute 2016 | 12

HR Insights Report On-boarding | © Top Employers Institute 2016 | 13

EFFECTIVE ON-BOARDING NEEDS TO COVER THREE MAIN AREAS:

01 THE BUSINESS CONTEXT:

02 THE SITUATIONAL CONTEXT:

03 THE CULTURAL CONTEXT:

BEST PRACTICE: BLENDED ON-BOARDING PROCESS

HR Insights Report On-boarding | © Top Employers Institute 2016 | 14

TABLE 5: MOST COMMONLY USED PRACTICES SUPPORTING

Introduction by management 89%

Team lunch/dinner 73%

Social Networking events 71%

Social Media experience sharing 69%

Meeting with Executive Management 55%

BEST PRACTICE: INTERACTIVE APPROACH

HR Insights Report On-boarding | © Top Employers Institute 2016 | 15

BEST PRACTICE: MAKE A DIFFERENCE IN 90 DAYS

HR Insights Report On-boarding | © Top Employers Institute 2016 | 16

Table 6: ON-BOARDING RESPONSIBILITIES OF EXECUTIVE MANAGEMENT

Business leaders are held responsible 84%

Figure 1: AREAS OF THE TOP EMPLOYERS CERTIFICATION

Table 2: INDUSTRIES COVERED IN THIS REPORT ON A GLOBAL LEVEL

Audrey Ann Toogood, HR Director at HeidelbergCement Belgium

“People don’t leave the

Table 4: MOST FREQUENTLY USED JOB ROLE RELATED ON-BOARDING

TABLE 5: MOST COMMONLY USED PRACTICES SUPPORTING

Introduction by management 89%

Satisfaction On-boarding experience satisfaction rate

Process compliance % On-boarding training completed on time

Time to productivity / New hire average performance rating

Retention % voluntary leaves in the first year

2. Employees evaluation of their own

6. Meeting with employees at the end of the