1 Copyright © Best Practices®, LLC Commercial On-Boarding Excellence: Bringing New Employees Up To Productivity Quickly and Effectively Best Practices, LLC Strategic Research & Analysis
1Copyright © Best Practices®, LLC
Commercial On-Boarding Excellence: Bringing New Employees Up To Productivity
Quickly and Effectively
Best Practices, LLC Strategic Research & Analysis
2
Table of Contents
• Project Overview, p. 2
• Universe Of Learning For This On-Boarding Benchmark Analysis, p. 5
• Key Benchmark Findings & Observations, p. 9
• Benchmark Participant Demographics, p. 26
• On-Boarding Program Structure and Scope, p. 29
• Engaging Employees Quickly & Effectively: Critical On-Boarding Program Elements, p. 40
• Creating High “Set Points” for Productivity, Positive Attitude & Loyalty: Key Program Objectives, p. 48
• Training on Technology, Mentor Systems & Managing Peak Hire Periods: Other Critical Success Factors, p. 61
• Technology Platforms & Applications That Are The Cornerstones of On-Boarding Success, p. 67
• Understanding Company Culture, Values & Strategy: The Importance of “Soft” Factors To Success, p. 74
• On-Boarding Pitfalls, Lessons Learned & Best Practices, p. 80
• About Best Practices, p. 85
3Copyright © Best Practices®, LLC
Project Blueprint To Inform On-Boarding Success
Benchmark Survey
Deep Dive Interviews Ta
rget
Maj
or P
harm
aceu
tical
, Bio
tech
&
Med
ical
Dev
ice
Com
pani
es
Tools For Insight:
Segment Analysis:
Engage Research
Participants:• Which On-Boarding
Activities Foster Retention
• Evaluation of Topics and Venues that Enhance On-Boarding Experience
• What is the Optimum Amount of Time for an On-Boarding Program
• How do you Effectively Measure the Success of an On-Boarding Program
Benchmark Themes To Examine:
Study Protocol: Key Areas Probed:
• On-Boarding Structure & Scope
• Engaging Employees/ Retention
• On-BoardingPriorities and Effectiveness
• Speed to Productivity
• Technologyand OtherTools for On-Boarding
This benchmark study analyzes factors associated with on-boarding (Learning & Development) activities – including structure, objectives, and effectiveness – to help leadership evaluate the organization’s approach to on-boarding relative to other market leaders.
Focus:
AllCompanie
s
On-Boarding
Leadership
Pharma-Device
4Copyright © Best Practices®, LLC
Universe of LearningIn total, 33 Training and Development leaders with On-Boarding responsibilities among 33 national and global organizations participated in this research. All study participants answered all or relevant parts of a comprehensive Commercial On-Boarding performance benchmark assessment. In addition, selected executives provided qualitative insights through deep-dive interviews and “lessons learned” observations.
5Copyright © Best Practices®, LLC
Commercial Function is Largest On-Boarding Target
Approximately what percentage of the employees that your organization on-boards come from each of the following corporate functions?
Other functions, 31%
Corporate functions(e.g.,
Finance, Legal), 8%
Commercial functions
(e.g.Sales & Marketing), 36%
Management, 8%
Research & Development functions, 16%(N=11) (N=31)
Pharma/Device Segment Total Benchmark Class
Other functions, 11%
Corporate functions(e.g.,
Finance, Legal), 9%
Commercial functions
(e.g.Sales & Marketing), 65%
Management, 5%
Research & Development functions, 10%
*Other Responses from the Total Benchmark Class- Operations(4), Engineering and Program Management, Global - foreign affiliates, Consultants/ Contractors/ Laborers (2), Physicians, Individual functional managers, Technical / Services(2), Manufacturing(2), Medical function, Environmental and Safety, Occupational Health etc
*Other Responses from the Pharma/Device Segment- Manufacturing, Operations(2), Technical Support, Environmental and Safety, Occupational Health etc
Commercial operations are routinely cornerstones of on-boarding programs. In these customer-facing and revenue-creating functions, speed to productivity can dramatically lift or drive performance. Many other functions utilize on-boarding programs but at a lower rate than sales and marketing functions.
6Copyright © Best Practices®, LLC
All Employee Types Use On-Boarding Programs
Which of the following employee types are included in your on-boarding activities ?
(N=11) (N=33)
100%
55%
73%
45%
9%
97%
45%
42%
33%
3%
New hires fromoutside the company
Contract employees
Current employeesmoving into newfunctional areas
Employees absorbedin merger/acquisition
Other
Pharma/Device Total Benchmark Class
Both the Total Benchmark Class and Pharma/Device Segment listed Interns as a group included in on-boarding activities.
New hires are the target for on-boarding across all companies. Interestingly, many other employee types – including contract, intra-company transfers, and merger employees) utilize on-boarding activities as well.
7Copyright © Best Practices®, LLC
81%
81%
78%
78%
69%
15%
15%
15%
15%
23%
74%
70%
7%
4%
Create an onboarding schedule fornew employee
Use a standardized onboardingchecklist, that's centrallywarehoused, to ensure
Set up computer, phone, log inpassword, office supplies
Schedule new employee to attendNew Employee Orientation
Session
Set up workspace and computer
New employee completes personalinformation for HRIS through
onlineSend an announcement via emailto the department announcing the
new hire and start date
Highly Important Somewhat Important
Before Day 1: Set Up On-Boarding Schedule & Work Station
What activities are important for the company to accomplish prior to the first day to help ensure on-boarding success and early employee engagement ?
Pharma/Device Segment Total Benchmark Class
(N=10) (N=27)
80%
80%
80%
60%
60%
20%
20%
30%
20%
60%
60%
10%
4%
Create an onboarding schedule fornew employee
Schedule new employee to attendNew Employee Orientation Session
Set up computer, phone, log inpassword, office supplies
Set up workspace and computer
Send an announcement via email tothe department announcing the
new hire and start date
New employee completes personalinformation for HRIS through online
Highly Important Somewhat Important
Confirm personal offer letter sent to new employee by manager, Human Resources head or a key executive
For both employee and organizational success, It’s important to do several things before a new hire’s first day: Creating an on-boarding schedule for the employee and setting up the worker’s work station are two important steps, participants agreed.
8Copyright © Best Practices®, LLC
Reaching Productivity Quickly Key On-Boarding Goal
Key Program Goals & Objectives: Which of the following are primary or secondary goals and objectives of your on-boarding program?
Successfully integrating new
hires into the corporate culture
Decreasing the time for
employees to reach full
productivity
Helping employees
build relationships
Affirming the employee's decision to
join the company
Increase employee retention
Primary Goal
45% 64% 36% 27% 27%
Secondary Goal
55% 36% 55% 55% 45%
Not a Goal 0% 0% 9% 18% 27%
Primary Goal
65% 67% 47% 33% 50%
Secondary Goal
35% 27% 43% 50% 40%
Not a Goal 0% 7% 10% 17% 10%
Pharma-Device -
n=11
Total Benchmark
Class - n=30
Getting employees up to productivity quickly is a primary goal for both segments. While the Total Benchmark Class places a high premium on integrating employees into the corporate culture and increasing retention, the Pharma/Device segment places less of an emphasis on these objectives. This signals improvement opportunities for the sector.
9Copyright © Best Practices®, LLC
On-Boarding Programs Have Many Objectives
(N=8)
What additional goals and objectives are important to your program?
• Set up on company systems and tools
• Increase employee engagement
• Provide product knowledge training on focus product lines.
• Industry regulation requirements
• Ensure quick adaptation to technology used
• Safety and Quality Systems Training
• For college hires -- transition from school to work environment
• Acclimating to the company culture
• Set up on company systems and tools
• Increase employee engagement
• Provide product knowledge training on focus product lines.
• Industry regulation requirements
• Ensure quick adaptation to technology used
• Safety and Quality Systems Training
• For college hires -- transition from school to work environment
• Acclimating to the company culture
• Benefits overview
• How to use CRM and quoting
system.
• Employee Benefits
• Personal/Job Satisfaction for
the new employee
• Benefits overview
• How to use CRM and quoting
system.
• Employee Benefits
• Personal/Job Satisfaction for
the new employee
Primary Goals Secondary Goals
Many companies customize and tailor parts of their on-boarding programs to support specialized objectives that are important to the organization’s success. Goal diversity ranges from employee engagement and safety to CRM and quoting systems training.
10Copyright © Best Practices®, LLC
Technology Training, New Hire Feedback Keys to Overall On-Boarding Program Success
Please indicate the importance to the overall success of your on-boarding program of each of the following components?
(N=10) (N=28)
Pharma/Device Segment Total Benchmark Class
75%
75%
64%
64%
61%
57%
54%
18%
25%
29%
29%
18%
36%
7%Technology training/setup (e.g.,
using hardware & systems)
Collecting new hire feedback onthe process
General employee orientation(e.g., HR forms, benefits
instruction, corporate policies)
Introduction to corporate culture
Introductions to trainingcurriculum
Job success guidelines
Corporate overview (e.g.,mission, history, values)
Very important Somewhat important
100%
80%
70%
60%
60%
60%
60%
20%
30%
40%
40%
20%
Introductions to trainingcurriculum
Technology training/setup (e.g.,using hardware & systems)
Collecting new hire feedback onthe process
General employee orientation(e.g., HR forms, benefits
instruction, corporate policies)
Commercial strategy overview(e.g., products, goals)
Networking opportunities withpeers
Job success guidelines
Very important Somewhat important
Both segments placed high importance on two things: Training on an organization’s technology – which is important to quickly bring new hires up to productivity - and collecting feedback from new hires on the on-boarding process – a trait of continuous improvement that ensures the on-boarding process is not static.
11Copyright © Best Practices®, LLC
Other, 12%
1 day, 19%
Not offered through
onboarding program, 19%
2 days, 12%
Less than one day, 38%
Other, 20%
1 day, 20%
Not offered through
onboarding program, 20%
2 days, 10%
Less than one day, 30%
Technology Training a Day or Less at Many Companies
How long is spent during on-boarding acclimating new hires to company technology and systems?
(N=10) (N=26)
Pharma/Device Segment Total Benchmark Class
*Other Responses from the Total Benchmark Class- 6 days, Manager does based on needs, self service for IT help
*Other Responses from the Pharma/Device Segment- Manager does based on needs, self service for IT help
Half of both segments devote a day or less to acclimate new hires to a company’s technology and its systems. Twenty percent, meanwhile, don’t offer technology training as part of their on-boarding programs – a recognition that technology is a part of everyday professional and personal life and some groups require less extensive training.
12Copyright © Best Practices®, LLC
Standardization• “Creating a well-laid out and standardized
on-boarding schedule”• “Provide additional self-directed
development”• “Provide mandatory training during
orientation”• “Coordinate process across functions”
Technology• “Determine which items best covered live
vs. via e-learning”• “Technology access, with job aides on
how to use and access information”• “Synchronize systems so data feeds
seamlessly”
Set Expectations• "Provide basic commitments from the company
and expectations of employee during orientation”• “Solicit Feedback”
What are your top three lessons learned or best practices for rapidly and successfully on-boarding new employees?
Personal Interactions a Theme of Best Practices
Mentor• "On the job training and mentoring are most
effective”• “Implementing mentor program”• “Peer trainer to provide information on informal
workings of team/company”• “Discussion with high performers”
Relationships• “Need to leverage face-to-face time to
build relationships and communicate the most important things”
• “Connect with people that will help them do their jobs in the near future”
• “Long-term engagement”
Other• “Clearly train on focus products benefits,
features, specifications, advantages, competitive positioning and ability to do one stop shopping with our company”
Interactions with other employees – from sessions with leaders to mentor programs – was a theme that surfaced in many of respondents’ lists of best practices for successfully on-boarding new employees.
BEST PRACTICES,®
LLC13
Copyright © Best Practices®, LLC
Best Practices, LLC is a research and consulting firm that conducts work based on the simple yet profound principle that organizations can chart a course to superior economic performance by studying the best business
practices, operating tactics and winning strategies of world-class companies.
Best Practices, LLC6350 Quadrangle Drive, Suite 200, Chapel Hill, NC 27517
About Best Practices, LLC
Link for Report: Bringing New Employees Up To Productivity Quickly and Effectively