Lecture 6: Onboarding and Human Resources Management

Training Dr. Bahareh Assadi

 Become a Learning
Organization
• Learning Organization: An organization
skilled at creating, acquiring, and
transferring knowledge and at modifying
its behaviour to reflect new knowledge
and insights.

• Organizations with a learning culture

report:
o Superior Employee Performance
o High levels of customer satisfaction
o Quality metrics
 • Orientation and training are
associated but represent slightly
different variations of employee
assimilation efforts.

• Orientation refers to a long term

continuous socialization process in
which employee and employer
expectations or obligations are
considered.

• Training refers to short-term,

discrete efforts in which
organizations help the recipient
gain the required skills or

Considerations
knowledge to perform the job at
adequate level.
 • Once employees have been
recruited, the next step is
orientation of the new job.

• New hires need understanding of

company policies as well as their
own performance criteria.

• Good training programs result in:

• reduced turnover
• increased morale
• less corrective discipline
• reduced work place
injuries

Onboarding • reduced employee

grievances
• professional development
• mentoring
Money Spent on
Training
• According to a Conference Board of Canada 2014 study,
the average organization in Canada spends:
• $705 on learning and development per employee
• Average employee undergoes 28 hours of training and
development a year.

• Percentage of organizations planning to cut training

spending this year in Canada 51%.

• Percentage of full-time employees who received training

last year 66%.

• Percentage of employee learning that is now done on the

job rather than in a classroom 56%.
 Canadian
Challenge
� Many employers expect universities
and colleges to produce work-ready
graduates.

� Canadian companies criticize students

for choosing majors that do not
perfectly align with labour market
needs.

� This way of thinking underemphasizes

the responsibility that employers
themselves have in training a skilled
 HR Involvement

 For the HR team attempting to ensure consistent and effective

induction of new hires, a common tool is creating an effective
checklist.

 A simple example might look like this:

 Have a role and responsibilities discussion with new
employees’ line managers.
 Match your new team member with a buddy and or mentor.
 Introduce the new person to key people; i.e. help them to
network.
 Agree on initial targets and goals. Set goals and
expectations!!
 Set up a series of regular checkpoint meetings to discuss and
monitor progress.
 Provide consistent feedback and training to new hires.
Onboarding Gone Wrong
 Tracy accepted a job offer as Customer Service Manager at a call centre some months ago.

 The company had been very professional in its recruiting efforts, making her feel
welcome and wanted.

 But they dropped the ball when it came to helping Tracy “onboard” properly.

 Tracy’s new boss was too busy to meet with her until midway through the second week,
leaving Tracy unsure of what to get started on.

 The mentor she’d been assigned resigned a week before Tracy’s arrival. No one had been
picked to replace him.
Onboarding Gone Wrong
• Even basic arrangements were a mess. There was neither a phone nor computer in Tracy’s office
for six days after her arrival.

• A package of forms to fill out immediately was handed to her day one without instruction.

• No one took her out for lunch to make her feel part of the team.

• Three weeks in to her job Tracy resigned in frustration.

• “I felt like I’d been hired and forgotten about,” she said during a hasty exit interview.
• “If this was how the company treated its new hires, who need all the support they can get, then
surely they’d have left me dangling later when important decisions have to be made.”

• https://www.youtube.com/watch?v=0vAq-_R-EiI
IBM Onboarding
• Companies like IBM recognize importance of training and onboarding.

• Comprehensive onboarding program that goes well beyond a new

employee’s first 90 days.

• In early 2010, IBM launched a two-year onboarding effort called

Succeeding@IBM.

• The program comprises four phases (Discover IBM, Share and

Connect, Grow My Career, and Find Support) and uses technology-
based opportunities, such as live virtual classes and online
communities, to build strong relationships between the company’s
employees.
Companies With Great Employee
Training
 American organizations spent $164.2 billion on
employee learning and development in 2012.

 11% of expenditures went to tuition

reimbursement ($18 billion).

 Employees averaged 30.3 hours of training in 2012.

Employees in BEST organizations used substantially
higher amounts of training, averaging 57.7 hours
each—an all-time high.

 The top three areas of training content in 2012

were: managerial and supervisory (13.5%);
mandatory and compliance (10.8%); and processes,
procedures, and business practices (9.9%).
Effective Onboarding
• Upfront planning - Whenever possible, ensure
that everything the employee requires to do the
job is prepared for their arrival, including:
• work space
• equipment (e.g., computer, software, cell
phone)
• supplies (e.g., pens, paper, staplers)
• keys/pass cards and codes
• telephone extension and voice mail
• email account and network access
• business cards
5 Steps to
Consider
1. Company overview
• history of the company
• company’s mission, vision and values
• organization chart
• culture—how people work and relate to each other
• important policies and how they support the company culture

2. Administration
• necessary paperwork for completion—such as employee
record, payroll, tax forms and benefits applications
• pay periods, method of payment, benefits, etc.
• list of employees and their coordinates
• operational processes and procedures
5 Steps to
Consider
3. Office tour and introductions
• introduce to staff, customers and suppliers as appropriate, especially
those with whom they will regularly interact
• point out location of washroom(s), printers, photocopiers, stationery,
supplies, etc.

4. Appropriate training
• company—products and services
• operations—such as accessing the network and using the phone
system
• health and safety
• other areas specific to the company and/or position
5 Steps to
Consider
5. Job expectations
• review position description
• set goals and objectives (short- and long-
term)
• provide day-to-day working requirements—
such as hours of operation, staff meetings and
breaks

• This is the companies opportunity to educate the

employees as best as possible on all facets of the
business.
Employee Orientation
Reality Shock
• discrepancy between what new employee
expects from his/her new job and realities of it
• planning work related goals
• provide feedback

Ernst & Young Company: send new hires internal

news letters about what is happening within the
company.
• goal of company is to improve retention and
reduce overall costs of recruitment
Purpose of Orientation
Programs
o Improved job performance

o Reduced first day jitters and reality shock

o Foundation for ongoing performance management

o Improved productivity

o Improved retention levels and reduced recruitment

 • Formal and informal (one-on-one
or group training).

• Given handbook that covers

matters like:
• Company history,
vacations, holidays,
benefits etc.
• Mission, vision and values

• Tour – meet managers and

employees, see facilities

Content of
• Explanation of job procedures
• Summary of training

Orientation • Explanation of performance

 • Classroom Training – Corporate
training and lectures providing
knowledge and information to
large groups of trainees.

• Audiovisual Techniques –
Tailored for individual training.
Requires the individual to see
and listen to a series of
instructions. Shows how the
work is done.

• Videoconferencing – Instructor
Training Techniques is televised live to multiple
locations to train employees.
 • On-the-Job Training – Having a
person learn a job by actually
performing it.
Drawbacks: Lack of well-
structured training
environment. Poor training
skills of managers. The
absences of well-defined
curriculum or criteria for
performance.

• Apprenticeship Training – Involves

having the learner/apprentice study
under the a master craftsperson or
experienced individual.

Training Techniques • Informal Learning – Any learning that

occurs in which the learning process
is not determined or designed by the
organization (2/3rd of all training).
 • Job Instruction Training – Step
by step training manual for the
job. All the steps are laid out in
their proper sequence:

1. Start motor
2. Set Cutting Distance
3. Place Paper on Cutting
Table
4. Push Paper Up to Cutter
5. Grasp Safety Release with
Left Hand
6. Grasp Cutter Release with
Training Techniques Right Hand
7. Retract Paper
8. Shut off Motor
Training
Techniques
• Programmed Learning – Programmed
instruction device is a textbook or a
computer.

o Programed learning consists of

three functions:
1. Presenting questions, facts, or
problems to the learner.
2. Allowing the person to
respond.
3. Providing feedback on the
accuracy of his or her answers.
 Training
Techniques

• Vestibule or Simulated Training – Trainees learn on

the actual or simulated equipment that they will
use on the job (but the trainee is trained off the
job).
• Pilots and assembly-line workers are
trained this way.
• This is means to avoid safety issues.
And less cost
Training Techniques
• E-Learning – Delivery and administration of learning opportunities and
support via computer, networked and web-based technology to enhance
employee performance and development.

• Three Types of E-Learning:

1. Computer-Based Training – Simulations/Scenarios (behavioural skills
and emotional intelligence).

2. Online Training – Web Based Training (business organizations apply

this technique).

3. Electronic Performance Support Systems (EPSS) – Learning material

available online (electronic manual with solutions).
Problems with Orientation
Programs
 Today’s top talent are looking for more than just a job and are not afraid to job
hop until they find the right fit.

 In a recent survey by Korn Ferry, 90% of executives said retaining new hires
was an issue in their company with turnover rates of 10-25% within the first 6
months alone.

 A survey by Bamboo HR found that only 9% of HR managers don’t think their

onboarding processes need to be improved.

 In fact, 43% went so far as to agree that “time and money are wasted because
of ineffective onboarding processes.”

 A further 45% believe this could add up to over $10,000 per year.
Problems with Orientation
Programs
 Too much information in a short time leading to an overwhelmed employee.

 Too many forms to fill out and lack of assistance by HR.

 Lack of role clarity – a list of tasks and responsibilities is simply not enough to give
employees a robust understanding of a specific role within the company.

 Connection between manager and new hire - Orientation is a key component to the
onboarding process that introduces the new employee to the organization and to
the people in his or her work unit.
o According to Aberdeen Group, 86% of new hires make their decision to leave
or stay within the first 6 months.
o From the study, it found that 79% left because of a lack of appreciation from
their manager.
Challenges
• https://www.youtube.com/watch?v=XeREWk-PyrU
 • Remember when you joined the
organization? The Folder! The
Presentation! The Induction Course! The
chances are, you were bombarded with
information about your new workplace,
the structure, the people, the purpose,
the culture, the customers, the list can be
endless.

• Or perhaps you experienced the opposite,

too little data, in the canoe and up the
creek but without the necessary paddle?

• HR technology can be used to notify new

hires of the truly essential information
Information automatically and signpost the location of
the remainder.

Over/Underload
 • HR technology can be used to notify
new hires of the truly essential
information automatically .

• Even better, why not do some ‘pre-

boarding’ -sending key information
before they even arrive.

• This could include contracts, terms

and conditions, benefits, essential
policies, building layout, and names
and profiles of key managers, peers
and clients.

Information • Introduce employees to Self-service

or online resources available to
Over/Underload them.
Busy!!
Too much challenges with being too busy.

The Busy Excuse!

In spite of the business, it is imperative

that a manager spend plenty of time
building a relationship with a new
employee.

If this doesn’t happen, the onboarding

process (and ultimately the success of the
new employee) is at risk.
 Busy!!
• Here are a few tips for busy managers:
o Find a consistent, regular time to meet – during
the first week, this should be at least once daily.

o If face-to-face meetings don’t always work, due to

travel, remote locations or other reasons, leverage
collaboration favorites like Skype, conference calls,
or other tools to make connecting easy.

o Delegate some of the communication to others on

your team – hook the new employee up to an
“onboarding buddy” for the first few weeks.

o Use checklists or other job aids to ensure that

important components of the process don’t fall
through the cracks!
 • As the manager of the team, set the
new employee up for success by
creating a welcoming environment.

• Talk about the changes before the

new employee arrives; discuss any
apprehensiveness and answer
questions, that involve the existing
team in preparing for his/her arrival.

• As managers, are often really good at

communicating the cut-and-dry
topics: policies, procedures, tasks,
projects. Step one, do this. Step two,
Embrace New Hire do that.

• Other topics are harder to explain:

culture, vision, mission, values.
 • Enlist someone with organizing a
team lunch or social activity during
the new employee’s first week.

• Get assistance with training on job

duties or department procedures.

• Ask someone to be the “onboarding

buddy” or mentor for the first few
weeks.

• Have everyone sign a welcome card

or email a team “selfie” photo to the
Embrace New Hire new employee prior to his/her first
day…be positive about the change!
PepsiAmericas
• PepsiAmericas, the world's second largest bottler of Pepsi, created an onboarding process that included
manager training.

• The new process focused on using recognition earlier and on a continuous basis.

• With 20,000 employees globally, the company realized that without a recognition process, 69% of those who
left the company did so within the first three years.

• To start off the onboarding process, every new hire received a key chain, symbolizing a vital part the employee
would be playing in the company’s success.

• A personal note from the CEO would accompany the prize, stating the overall goals and values of the company.

• Awards are presented to the new hire in front of his/her team by their manager.
PepsiAmericas
• By meeting the need for recognition and praise from Day 1,
PepsiAmericas reinforces the new hire’s decision to:
o join the organization
o strengthens the manager-employee relationship
o reinforces an emotional connection to the company

• By reiterating how valuable the new hire is to the company,

the manager is able to build a trusted relationship from the
beginning.
Navigating the Culture
Often new employees fail at their new jobs because of a poor culture fit.

The onboarding process should accommodate the new employees’ needs, so that they can be
accepted into the organization quickly.

Employee onboarding is a strategic opportunity for organizations to increase retention and

employee engagement.

As an HR manager, it is crucial to have a strategy to ensure employees remain happy with the
job and the company environment.

Socialization in the company culture involves the delivery of information about the culture
and the history of the company.
 Red Hat
 Tech Giant, Red Hat, brings every new employee to its
headquarters for an intensive multiple day program.

 They are taken through the company’s brand book, or cultural

bible, and each one is given a Fedora hat - the company icon.

 The company then introduces new employees to a range of

employee ambassadors and spends multiple days with the
manager to best get acquainted with the company's values and
beliefs.

 Red Hat goes a step further and continually evaluates its

onboarding program.
 Red Hat
 According to Red Hat’s chief people officer, the company focuses on
understanding of business.

 In 2010, the company realized their onboarding techniques were

focusing purely on the benefits, compliances and what was expected
from the employee.

 They decided to reevaluate and reassess their program by stripping

out ‘nuts and bolts’, and focusing on the question of “is this going to
enhance the experience we’re trying to achieve or detract from it”.

 It’s critical that the new hires experience meets their expectations
when joining Red Hat.
 Evaluation of Orientation Programs

Employee Socialization Cost/Benefit

Reaction Effect Analysis
Interview/survey Review new employees Use of too much
employees to get their to see if they resources or not
opinion on training understand culture enough (handouts,
program mission booklets)

Orientation programs should be evaluated to assess whether they are providing timely, useful
information to new employees in a cost-effective manner.
 Statistics Canada
• Workers aged 25 to 34 spent triple time in job-related
training than those in the 55 to 64 age group did.

• In the 55 to 64 age group women were more likely than

men to engage in job-related training.

• Those who are younger and more highly educated, tend

to participate in job related training at a higher rate.

• Those educationally disadvantaged likely to stand to

gain more when they are given the opportunity for
training (mostly likely to benefit).
 The Training Process
5. EVALUATION OF TRAINING

4. IMPLEMENTATION

3. VALIDATION

2. INSTRUCTIONAL/PROGRAM DESIGN

1. TRAINING NEEDS ANALYSIS

Copyright © 2011 Pearson Canada Inc.
Training Needs Analysis

• Determine what training is required, if

any.

• For new employees, determine what

the job entails and break it down into
subtasks, each of which is taught to the
new employee.

• For current employees, determine

whether or not training is the solution.
Conducting the Needs Analysis
• Organization Analysis: An examination of the environment, strategies
and resources of the organization to determine where training
emphasis should be.

• Task Analysis: The process of determining what the content of a

training program should be on the basis of a study of the tasks and
duties involved in the job.

• Person Analysis: A determination of the specific individuals who need

training.
Training Needs Analysis
Task Analysis (assess training needs of new employees)
• task list
• when and how often performed
• quantity and quality of performance
• conditions under which performed
• competencies and specific knowledge required
• where best learned

Performance Analysis (determine training needs of current employees)

• verify performance deficiency and determine whether deficiency should be
rectified through training or some other means
Instructional
Design
• Prepare curriculum.

• Ensure training materials support learning

objectives.

• Ensure quality and effectiveness of program

elements.

• Understand your audiences learning styles.

Strategies for Creating a Motivated
Environment
• Use positive reinforcement

• Eliminate threats and punishments

• Be flexible

• Have participants set personal goals

• Design interesting instruction

• Breakdown barriers and obstacle to learning

Characteristics of Successful
Instructors
• Knowledge of the subject
• Adaptability Disengaged

• Sincerity
• Sense of Humour
• Interest
• Clear instructions Engaged

• Individual assistance
• Enthusiasm
Evaluation of Training

Reaction Behaviour

Learning Results
Training for Special Purposes

Literacy
Literacyand
andessential
essentialskills
skillstraining
training

Diversity
Diversity training
training

Customer
Customer service
servicetraining
training

Training
Trainingfor
for teamwork
teamwork

Training
Trainingfor
for first-time
first-time supervisors
supervisors
Training for Managers
o Unlike before students are being hired right out of graduation
into management positions.

o Generational and leadership styles can pose a challenge.

o Defining your own personal style:

o How to give feedback
o How to motivate
o How to manage conflict
o Type of leadership style
o Mentoring
o Training
Training for
Global Business
o Avoid lost business due to cultural insensitivity

o Helping people communicate abroad

o Personal literacy – understanding and valuing oneself

o Social Literacy – engaging and challenging other people

o Business Literacy – focusing and mobilizing the business

o Cultural Literacy – understanding and leveraging cultural