Successful entry methods for new employees.

Organized by Lilith christiansen in mark stein.

Recruitment and integration are the key links at the forefront of talent life cycle.

Existing shortcomings:

1. Deliver 90% of the information in a short time, and the new employee means "unknown so".

2. Most of the information shared during the induction training will not be strengthened in the future.

3. The information transmitted focuses on the most basic common information of the enterprise, which is applicable to all new employees and lacks customized content.

The world-class strategic induction plan will also help to shape the induction experience of new employees by providing support in the following aspects: being familiar with organizational culture and performance values, developing interpersonal networks, giving early career development support, and ensuring a deep understanding of the strategy and a clear work direction. This is what we call the OM framework.

Close contact with new employees. Most organizations do not provide their managers with the necessary tools to help them capture, refine and ultimately help new employees adapt to the unique culture of the enterprise. Similarly, managers usually don't talk about the "performance values" of enterprises clearly and directly-they virtually define the thinking and behavior habits of "successful performance" within the organization.

Many organizations believe that after the initial stage of employment, the enlightenment of corporate culture will naturally occur, although it is unclear, but it can be realized through the normal social interaction of employees. Then, the old employees in the organization will evaluate whether the new employees are "in tune" or not, and will also express their frustration when the new employees seem out of place. Although trust can always adapt itself to the corporate culture of the organization, if the organization can provide a platform for new employees to understand the corporate culture more effectively, it can greatly improve employee engagement, shorten the adaptation time from novice to experienced, and improve employee retention rate.

For example: a brochure designed by a fast loan company; PricewaterhouseCoopers, a team of new employees assembled bicycles and donated them to the community, demonstrating and strengthening the corporate values of community service.

This does not mean that work must be full of fun and friendship can be gained. The key point is to help new employees to establish interpersonal networks, so as to integrate into the organization, understand things from a new perspective, establish ways to acquire knowledge and other related resources, and shorten the time to achieve production efficiency.

In fact, those "value for money" new employees will constantly evaluate their skills and career development opportunities according to their career goals from the first day they join the organization. In view of the gradual decline of traditional employment relationship, "improving the career development opportunities available to new employees" is the first effective way to form the positive differentiation advantage of enterprise employer brand.

The plan can include: defining performance objectives, identifying tools and resources needed to complete the work efficiently, key figures and career development planning.

This is not only to make new employees work more effectively, but also to make them feel that the company values their ideas and gives them a strong sense of mission. The organization needs to have an important dialogue with new employees to discuss the overall direction and business scope of the organization-what is the company's business? Why choose this particular business? Where is the future direction of the company?

Organizations need to ensure that this dialogue is two-way from the beginning. They need to instill organizational strategy and its origin in new employees, and ask new employees what they see, do, personal views and comments. The discussion of strategy should go beyond the abstract level. It is related to the personal work and role of new employees. Only in this way can new employees understand how their daily work affects the success of the organization.

At Chevron, the new employee will work with the supervisor to draw a map of the main stakeholders and departments, listing the individuals and departments that the new employee needs to deal with in the process of supporting the realization of the company's strategy.

An effective entry project needs a clear control structure, and at the same time, it needs to set a measurement standard that is convenient for organizations to understand the progress of the project and the links that need improvement. In addition, accountability and operational guidance are also crucial to ensure that the project is carried out as expected. For example, organizations should set indicators (turnover rate/turnover rate) to evaluate managers' performance.

According to experience, the senior induction plan for new employees should be carried out step by step in four stages: preparation, induction, integration and Excellence in the first year of employment. The Harvey ball in the picture represents the degree of attention that a pillar should receive at a certain stage.

It is mainly to deliver wonderful content to new employees, to make a strategic interpretation of the current task of joining the team, to share information of corporate culture, and to establish interpersonal network interaction between colleagues. Best practices at this stage include using interactive and experiential activities and scenario simulations to help new employees join the company smoothly.

Two days before the induction training, Deloitte used interactive board games to teach new employees the elements of corporate culture. Google organizes new employees into groups according to experience and activities, simulates problem solving, and strengthens the values of teamwork.

New employees will receive regular coaching support and feedback from direct supervisors and colleagues, as well as social opportunities, strategic learning and career planning suggestions. The difference between these two stages is that the integration stage pays more attention to culture and interpersonal network, which usually lasts until the new employee joins the company for six months; The remaining six months of orientation training for new employees is an excellent stage. First-class organizations will strengthen what has been introduced and add new experiences and contents related to "supporting early career development".

Leading new employees will reunite and reconnect them. For example, IBM's Deeper Insight global annual virtual technology conference for new employees. The "reunion" activity after 90 days of employment, whether it is a summit that must be attended in person or a series of virtual learning activities every month, is a very good opportunity, which can not only strengthen the key training content that new employees have learned in the induction stage, but also re-establish the connection between new employees and the organization.

The four-stage project design principle recommended here aims to provide guidance for organizations in the field of "new employee induction activities and development" and pay attention to the key nodes of new employees during their one-year induction. The focus of these areas and projects will change over time.

We have developed the OM maturity curve and related evaluation tools to help organizations better understand its position in the curve.

To evaluate the maturity of a project, we generally adopt four main dimensions: design concept, core content, project management and control, and delivery method.

1. Design concept: It embodies the core of directional engineering. How does the organization define such a project? What is the ultimate goal of the project?

2. Core content: including the training content covered by the induction project, taking the components in the OM framework as the measurement object.

3. Project management and control: refers to the organizational structure and working mechanism for managing and implementing induction projects, including project indicators, accountability mechanism and technical support that is more convenient to use project management.

4. Delivery method: It involves the new employees' experience of the directional project, how to evaluate its effect, employees' investment and the scope of employees involved.

Many induction training programs fail because those who are responsible for providing induction training experience for new employees lack clear role assignment. These stakeholders must understand their respective responsibilities, the expectations of the organization, the criteria for success and the impact of successfully playing relevant roles on the organization.

The direct supervisor of new employees plays a particularly key role in their induction experience. Supervisors who are in direct contact with new employees represent the values and expected behavior patterns of the organization. In order to implement the induction training plan more systematically, the supervisor needs to talk to new employees regularly to understand their experiences. This dialogue includes at least three time points: when the new employee just joined the company, during the mid-term assessment, and during the annual assessment.

For example, in L 'Oré al's British and Irish companies, new employees who have been employed for 90 days will fill out a questionnaire called "Internal Memo" to compare their experiences in L 'Oré al with those of their former employers. Next, their supervisors were asked to discuss what they had filled in for these new employees. The greatest contribution a supervisor can make is to provide real-time guidance to new employees. By giving supervisors certain coaching skills, they can all learn how to find opportunities to teach and guide new employees and seize these opportunities to help them.

If we adopt a systematic approach, we must first identify and coordinate all business processes that affect the new employee's induction experience and create a consistent customized experience.

Executives need to convey to the organization the importance of the integration of new employees. Leaders' contribution to the project spans four pillars, including highlighting the connotation of corporate culture in group discussions, participating in social activities, hosting career development seminars, sharing their own success stories, and most importantly, giving specific instructions and challenges to new employees to let them know the expectations of the organization.

In Boeing, leaders held a "lunch and study" forum, and the topics discussed included leadership, career development, how to succeed in Boeing and so on. The CEO of JetBlue will spend an hour discussing organizational values and corporate culture with new employees during the induction training. At Deloitte, senior leaders not only need to lead seminars as guidance during the induction of new employees, but also have to attend training courses (including induction programs) in person.

Building a brand can not only help you organize the elements of the entry project scattered in all corners of the organization to make it consistent and well designed, but also serve as a project map to provide guidance for new employees and existing employees who are responsible for delivering the project elements. By promoting the brand of the induction program, the organization has also made an open commitment to new employees, thus establishing (in most cases even improving) the expectations of the organization in the hearts of new employees.

In Google, new employees will be nicknamed "Nogler", which means "New Google Man". NCR, the world's leading user transaction processing technology company, has established a brand image of urban exploration named "Cherish Every Day" for their targeted projects, which is connected with the customer brand of the enterprise and the core mission of "Make Every Day simpler", so that organizations can find new employees to manage their NCR exploration.

New employees should be classified to provide the most influential experience. Organizations need to determine which factors can help all new employees integrate into the organization smoothly, and which factors need to be customized to maximize the relevance and value of the onboarding experience. This method can not only ensure that all new employees get the same experience, but also strengthen the brand consistency of induction training programs, and cover unique content according to the differences of each group.

Example: Philips Medical cooperated with appical to launch an induction experience that supports tablet completion, so that new employees can complete challenges such as knowledge contests and tasks through teamwork. These knowledge contests and tasks cover relevant information of enterprises, such as safety regulations, production policies and quality assurance. The project has improved the engagement of new employees and shortened the time to reach the productivity target by 50%.

Example: Royal Dutch Shell Company uses the index of "the time required for employees to achieve self-management" to let the hiring manager participate in the induction process of new employees.

1. Diagnose and analyze first to understand the current situation of similar projects in the organization. By analyzing the advantages and disadvantages of the current project, we can more clearly see which link can improve the effect immediately and which link needs to be solved first. You can also look at the data of human capital: is the employee turnover rate higher than the overall turnover rate within one year of service? Are there any business units or regions with high turnover rate? Is there any business department or region with better business performance than others? Are there any factors related to the wastage rate? What is the conclusion of the survey data on the satisfaction and engagement of new employees or employees? The answers to these questions can help us find opportunities for major improvement and determine the specific goals of the directional plan.

2. Clarify the objectives of the positioning plan. It is best to be closely related to business performance.

3. Design the blueprint, build the project structure and development model, including the key links of new employees' physical examination. It is necessary to record the project elements and link them with the diagnosis and analysis results to highlight the intended purpose of incorporating these elements into the project design. Blueprints can help members of the project design and development team understand that each element is integrated into a whole and serves the highest goal.

4. Use the blueprint to develop the project in stages to prevent the project design team from losing motivation and failing to achieve the expected goals.

Run and implement

The successful orientation of new employees: the strategy to release the potential value of enterprises.