Nicole Dessain Founder & Principal Consultant talent.imperative inc July 30, 2014 Think Globally, Onboard Locally: Tips for Designing a Global New Hire Experience Program
Dec 17, 2015
Nicole Dessain
Founder & Principal Consultant
talent.imperative inc
July 30, 2014
Think Globally, Onboard Locally: Tips for Designing a
Global New Hire Experience Program
Meet the presenter: Nicole Dessain
2 @Nicole_Dessaintalentimperative.com
Education
University of Hildesheim: International
Information Management (M.A.)
Career
Founder of talent.imperative, a next
generation talent management consultancy
Senior Manager at Accenture, management
consulting focus on talent strategy & talent
acquisition projects and research
DaimlerChrysler Financial Services expat and
positions across talent management
Hobbies/Interests
Travel
Horseback Riding
Art & Architecture I survived two surfing lessons
I went skydiving once!
Yes, this accent really is German
Travels
Random Facts
Most memorable adventureLondon
2012 Olympics!
Todays agenda
Understand impact of macroeconomic
developments on global talent strategy
Learn about key elements of a core onboarding
experience that allows for local customization
Receive tips and resources to get you started with
designing a global onboarding program
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Key talent trends in 2014
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We used a unique method to identify 10 talent trends that will shape 2014.
Download the FREE talent.trends 2014 report at http://talentimperative.com/resources/talent-trends-2014/
1. A key imperative: Solving the skills mismatch riddle
2. Progress at Last? Women in top leadership roles
3. Employment remix: Talent-as-a-Service
4. talent.datafication and the rise of the underdog
5. The growth market conundrum
6. talent.experience is king
7. From innovation to talent.preneurship
8. talent.driven leadership is the new black
9. The contemporary CEO emperor with new clothes no more
10. Talent as a board level imperative
Trend #5: The growth market
conundrum
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Are you ready?Trend Drivers
While China and India are still expected to lead in real GDP growth, S.E Asian economies, along with Turkey
and South Africa, are expected to outperform Brazil and
Russia by 2016. (Source: EIU Country Forecast)
60% of CEOs intend to shift focus from BRIC countries to other rapidly growing economies. (Source:
EIU/Accenture CEO Briefing 2014)
Emerging market countries are producing tough competitors that challenge multinationals.
(Source: Deloitte Business Trends 2013) In addition to nearby markets, these competitors are
expanding globally, including in the US and Europe.
(Source: Deloitte Business Trends 2013)
Do you understand your organizations growth
strategy in emerging
markets?
Have you assessed the talent risk for each
target country?
Do you have a localized talent strategy?
Do your leaders exhibit global awareness and
understand other
cultures?
Polling question #1
What was your hardest new hire/transition
milestone?
Contingent/temp new hire
Entry-level new hire
Remote/virtual new hire
Fist time supervisor/manager
Expat
External executive hire
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Onboarding is an integral part of
the talent.experience journey
The concept of re-recruiting is
really quite simple. Periodically
update your original job offer
(the one when they started or
with their last promotion) so
that it appears new, fresh, and
exciting to a top-performing
employees. And dont just
settle with re-recruiting once.
(Dr. John Sullivan)
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Polling question #2
What best describes your current state of
onboarding?
We have a leading practice onboarding program.
We are currently in the process of re-designing our
onboarding program.
We dont have a consistent onboarding program.
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The business case for onboardingTransitions are periods of opportunity, a chance to start afresh and to
make needed changes in an organization. But they are also periods of
acute vulnerability, because a new hire lacks established working
relationships and a detailed understanding of their new role. (Michael
Watkins, author of The First 90 Days)
Motivate new employees: Effectively onboarding new hires can increase
an employees discretionary effort in excess of 20%.
Reduce new hire turnover: Upgrading an organizations onboarding
process can lead to a reduction in new hire turnover from 70% to 16%.
Improve new hire performance: Effective onboarding programs can
improve employee performance by up to 11.3%. (Source: CLC)
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Top 5 challenges of onboarding
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1. Many programs attempt to include every possible task/procedure
resulting in participant information-overload.
2. Stakeholder involvement in the onboarding process is very often
not sufficient or valued. In many companies, there is confusion
over who owns onboarding.
3. Inconsistent commitment to following through with the entire
onboarding roadmap
4. Inability to update and maintain the new hire curricula to reflect
current business realities on a timely basis (e.g. system updates,
compliance requirements, etc.)
5. Insufficient blend of learning approaches (ILT, self-paced, OJT,
computer or web-based) due to cost or resource constraints
Polling question #3
Which one of these challenges have you
experienced the most?
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Onboarding program design criteria
Create a core new hire experience Company & business overview, culture induction
Allow for business unit/geography specific customization Business unit strategy, local org charts, local facilities and resources
Ensure effective & efficient delivery of new hire
experience Automation of key paperwork, pacing of learning modules through LMS, manager
checklists in MSS, sharable content repository for coordinators, role clarity
Determine scope and differentiation Remote/virtual employees? Contract/contingent/temp workforce? First time
manager transition? Expats? White glove for external executive new hires?
Identify measures of success Quality of hire (incl. retention, performance, satisfaction/engagement)
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Elements of a comprehensive
onboarding program
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Objective Pre-Start First Day First week First 30 Days First 3-6 Months
Building
Partnerships and
Networks
Supervisor calls or
emails new hire,
welcomes them,
answers
questions
Lunch with team
and supervisor
Meet with buddy
and other new
hires; join social
media
collaboration
group for new
hires
Participate in
new hire
welcome day
Participate in
networking
activities for new
hires and buddies
Managing
Expectations and
Meeting
Performance
Objectives
Pre-read package
and/or access to
new hire portal for
job-specific
information
Meet with
supervisor to
discuss strategic
priorities, culture,
expectations, and
success measures
Discuss
performance
goals with
supervisor and
document in
performance
management
system
Attend new hire
and job-specific
training
Regular check-in
meetings with
supervisor to
calibrate progress
on goal
achievement
Understanding the
Business &
Integrating into
the Company
Culture
Personalized HR
support
experience
Overview of
business via new
hire portal/online
training
Cross-functional
peer meetings to
broaden
understanding of
business
Attend new hire
site visits and
business overview
meetings
Continue reaching
out to buddy to
understand
culture
intangibles
Who and what?
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Manager
How job is important to overall company success
Clearly articulated performance expectations & meaningful first work assignment
HR/Operations
Onboarding program ownership & coordination
Access to career tools and information
Senior Leadership
Welcome message from CEO
Presentations by and networking with Senior Leadership team
New Hire
Drives own learning and career growth journey
Asks for help and leverages ESS and online collaboration tools
Co-Workers
Brand ambassadors/testimonials
Peer mentors provide access to professional relationships & networks
Onboarding resources & tools
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Discussion guides for new hire & SMEs
Checklists for local coordinator, new hire,
supervisor, peer mentor, Executives: HRS & EA
Peer mentor training/briefing
Project plan and/or technology-enabled workflow
Binder and/or new hire section on intranet
Welcome
My Onboarding
Our Company
My Benefits
My Systems
My Location
Onboarding program examples
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Source: http://www.hks.harvard.edu/var/ezp_site/storage/fckeditor/file/pdfs/centers-
programs/centers/wappp/wlb/13_11_MGT/FGino.pdf
India-based BPO providing phone and chat support for global customers Harvard Business School field experiment to reduce 70% new hire turnover Control group of new hires receiving individualized experience (incl.
senior leader how by working at company they can express themselves,
introduction to group, personalized sweatshirt)
Result: People who did the organization-focused onboarding process were about twice as likely to quit than people who reflected on their strengths
Silicon Valley-based software company with a hiring rate of 50 250 people/week
Predictive analytics to determine what correlates with high performance Six week coding boot camp working on real-life projects At completion of boot camp, new employees can choose where they want
to work the rationale being that it is hard to determine which job to apply for before you know the company
Sources: http://www.tlnt.com/2013/09/23/facebooks-talent-management-practices-theyre-simply-amazing/,
http://www.inc.com/laura-montini/facebook-cio-45-minute-onboarding-rule.html?cid=em01011week44day28a
Stanford University new hire portal
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Source: https://newhire.stanford.edu/
Video:
employee
testimonials
Manager
resources
Case study global onboarding
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Case study executive onboarding
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How do I get started with (re)designing an
onboarding program?
Create a compelling business/value case
Gain buy-in about business sponsorship, scope, roll out
phases, pilots
Design metrics that align to business outcomes
Conduct target audience surveys/interviews/focus groups
to identify gaps in current program
Identify key stakeholders and involve them throughout the
process
Ensure role clarity and accountability for ongoing program
sustainability
Create forum for best practice sharing, especially in multi-
site/multi-geography environment20 @Nicole_Dessain
talentimperative.com
Polling question #4
What are your global onboarding best practices or
lessons learned that you can share with todays
audience?
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Q&A
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