HR INSIGHTS REPORT - WordPress.com · The insights in this report are supported by the findings of the Top Employers HR Best Practices Survey. This global HR Best Practices Survey

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On-boarding becomes more of

a process, which starts during

the recruitment phase

Measurement of the

effectiveness of On-boarding

is increasingly on the agenda

Senior business leaders

play a key role in inspiring new

employees from the first morning

Leadership Development | Performance Management

Career & Succession Management | Compensation & Benefits | On-boarding

ON-BOARDINGHR INSIGHTS REPORT

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

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 any means, electronic, mechanical, photocopying, recording, or otherwise, without prior written permission of the Top Employers Institute.

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 succeed, connecting with internal networks to enable support and knowledge sharing, and blending in to the culture and vision of their employers. The benefits of having a seamless integration will be a more engaged and productive workforce that is better aligned culturally. With talent attraction and retention high on the agenda, On-boarding 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 information on their new employer’s legacy - the traditions, mission and purpose - presented in different ways. Videos, blogs and games all form part of the new On-boarding experience, with internal social networks used to connect with peers, stakeholders and managers. Many certified Top Employers allocate a buddy to each new employee, someone to offer advice, guidance and encouragement to help with the settling in. Cultural and social integration is often regarded as important as understanding the expectations and technical specifics of the role.

On-boarding plays a key part in how the company is perceived as a place to work and develop

Many certified Top Employers allocate a buddy to each new employee, someone to offer advice, guidance and encourage-ment to help with the settling in



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 processing of new employees is now reduced. Documents can be digitally signed and scanned, and online systems can keep track of all On-boarding steps and tasks, notifying all concerned when they are completed or yet to be addressed. There is a close connection with wider Learning & Development systems, which helps to identify 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.

Measurement of the effectiveness of On-boarding is increasingly on the agenda of Top Employers

VIDEOS, BLOGS AND GAMES


STRATEGY PRACTICES

MEASUREMENT KPIs

AR

EAS

Figure 1: AREAS OF THE TOP EMPLOYERS CERTIFICATION FOR THE TOPIC ON-BOARDING

TECHNOLOGY

ROLE OF EXECUTIVE MANAGEMENT

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 HRBest Practices Survey. This global HR Best Practices Survey assesses an organisation’sHR environment in the areas of: strategy, policy implementation, monitoring and communication of employee conditions and development.

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 DEVELOPMENT


People develop

fastest when they feel

responsible for their

own progress

Overall Leadership

Development performance

is weakest in technology

and measurement

The way that we define leaders

is changing




Increased desire for

diversified careers,

greater flexibility

and mobility

Managers move away from being

‘talent hoarders’ to ‘talent producers’

If you want people to

stay long term, then they

need to know why

they are staying



CAREER & SUCCESSION MANAGEMENT

PERFORMANCE MANAGEMENT


Regular coaching and

feedback is an essential

element of an effective

performance culture

Forced rankings

are becoming a

thing of the past

91% of Top Employers say

they consistently re-align

goals during the year in response

to changing business needs




There is now room for

higher salary increases

if the performance justifies it

Reward is no longer about HR administration

but an integral part of HR strategy

Monetary compensation

shifts to a more individual

and holistic approach



COMPENSATION & BENEFITS

http://www.hr-insights.top-employers.com/leadership-development

http://www.hr-insights.top-employers.com/career-and-succession-management

http://www.hr-insights.top-employers.com/performance-management

http://www.hr-insights.top-employers.com/compensation-and-benefits

Table 1: INDUSTRIES COVERED IN THIS REPORT IN EACH REGION

Americas Transport & Logistics 33%Energy 19%Automotive 9%Construction 7%Consumer Goods & Services 7%Banking 6%Electronics 4%IT 4%Manufacturing 4%Insurance 2%Other 5%

Europe Engineering 11%Automotive 10%Consumer Goods & Services 9%Banking 9%IT 7%Retail 7%Financial Services 6%Food & Beverages 6%Professional Services 6%Energy 5%Other 24%

Africa Consumer Goods & Services 14%Manufacturing 14%Food & Beverages 11%Financial Services 9%Insurance 9%Telecommunications 9%Automotive 6%Healthcare 6%IT 6%Professional Services 6%Other 10%

Asia Pacific Automotive 15%Consumer Goods & Services 15%Manufacturing 15%Chemicals 11%Pharmaceuticals 11%Food & Beverages 9%Hospitality 4%IT 4%Transport & Logistics 4%Construction 2%Other 10%


Automotive

Consumer Goods & Services

Manufacturing

Engineering

IT

Food & Beverages

Banking

Retail

Professional Services

Financial Services

Chemicals

Energy

Telecommunications

Transport & Logistics

Insurance

Construction

Pharmaceuticals

Electronics

Healthcare

Hospitality

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

11%

11%

8%

8%

7%

6%

6%

6%

5%

5%

4%

4%

4%

4%

3%

3%

3%

2%

1%

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 organisational culture, then the earlier they will start contributing to business perfor-mance. This can also help to build engagement and increase retention, and reduce the time that managers need to invest in training and assimilation. To achieve all of this, each new employee needs a full understanding of their role and how it fits in with the overall corporate purpose, and the opportunity to form the internal social and profes-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.

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.

KEY POINTOn-boarding starts as soon as potential hires are identified and often extends beyond the first few months of employment

Figure 2: FIVE KEY TRENDS THAT ARE SHAPING THE FUTURE OF ON-BOARDING

1

3

2

4

5

From event to process

Towards a multidimensional programme

More active involvement of Senior Management

On-boarding goes digital

Gain insight: data driven programme improvement


See what Top Employers say about On-boarding:

Featuring interviews on On-boarding with:

Audrey Ann Toogood, HR Director at HeidelbergCement Belgium

Marie-Liesse Allouis-Lacaze, HR Director France, 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

https://www.youtube.com/watch?v=P1arCbOTVWw


4. FROM 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 of employment, with some processes even lasting up to 12 months. The scope is also broader. The key practices remain around the role, HR policies and procedures, and meetings with line manager to discuss job role, tasks and expectations. However, 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.

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.

KEY POINTNowadays On- boarding becomes more of a process, which starts during the recruitment phase

FOCUS

SOME EXAMPLES OF ADVANCED PRACTICES

- Provide essential information

- Arrange paperwork- Align expectations

- Focus on mission & values

- Senior Leadership involvement

- Clarity on job role and performance expectations

- Networking

- Provide training- Monitor

performance & provide feedback

- One month evaluation

- Three month evaluation

- Performance Review- Employee Career &

Development Plan

- Provide access to pre-employment portal to share information (i.e. short introduction videos) and provide engaging content before that actual first day

- Send a welcome box with some nice goodies

- Use of gamification to help familiarise with products, services and organisations policies and procedures

- Meet & great with the chairman

- New hire get together moment(s) after orientation phase

- Online evaluation- Using e-learning in

a game-like way, earning ‘batches’ to recognise employees for their progress

- Monitor performance, engagement & development of new hires systematically

- Reflect onboarding effectiveness and incorporate learnings in the programme

Figure 3: STAGES OF ON-BOARDING

BEFORE FIRST DAY ORIENTATION (FIRST WEEK)

FIRST 100 DAYS FIRST YEAR


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 the role and its deliverables and expectations, and also about the company values and purpose. The accelerated and enhanced learning, and regular progress check-ins during On-boarding, ensure a gradual transition with Performance Management 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.

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.

KEY POINTSenior business leaders play a key role in inspiring new employees from the first morning

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

Meeting with manager regarding job role, tasks, expectationsA role-specific introduc-tory training programme

A mentor is assigned to the new employee

Post-hire assessment

Follow up session one year after joining

90%

95%

77%

62%

Table 3: MOST COMMONLY USED PRACTICES SUPPORTING THE ORIENTATION OF NEW EMPLOYEES

HR handbook Meeting with HR about

procedures

Regular check-in meetings

Internal social media to chat with

employees

Pre-employment package

Assignment of a Buddy

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

49%


“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 integrate talent into the business, and introduce employees to the strategy of the business, our philosophy and our brand, and the experience of what it is like to work at Old Mutual. It is the Passport to Greatness for our employees.” This message starts early in the recruitment process, from the recruitment advertising. The offer to prospective hires is to ‘Find Your Greatness’ and On-boarding helps deliver on that promise by of-fering a positive experience, allowing employees 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 and how it is positioned, then selecting an internal buddy so that by the time the person lands in our business they have a structured roadmap that they will follow”, Nkosi clarified. One of the new innovations is that once an offer is accepted the 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-boarding is the Passport to Greatness for our employees”

Siyabonga Nkosi, Executive Lead for Organisational Effectiveness

Old Mutual researched market trends, employee preferences and gathered insights from their existing staff, to help create a meaningful experience


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 groups have their own portals clearly defining responsibilities so that all know what is expected 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 the attraction of candidates and embedding of new starters. “Internally we’ve launched a social networking tool. It helps with integration, sociali-sation and stakeholder mapping as well as a way to find out who you need to know in each part of the business.”

The programme for the first 90 days sees the individual get a designated buddy

Crucial to the success of the programme is involvement from senior executives. A number of them participate in the On-boarding programme


Several measures, both short and long term, are used to gauge effectiveness. Some that Nkosi mentioned were a look at retention over a period of time, surveys after 30 and 90 days, new hire 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 part of a half day event. The experience is measu-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.”

Technology plays an important part from the start

“ They feel connected to the core of the business”


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. In our previous report, we noted how the area of Compensation & Benefits was responding to the multi-generational workforce by adopting an approach that is more holistic, and On-boarding is no different, with some programmes being designed to meet the needs of specific employee groups.

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.

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.

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.

EFFECTIVE ON-BOARDING NEEDS TO COVER THREE MAIN AREAS:

KEY POINTThe first impressions new hires gain may well shape the way they feel about their new employer in the longer term

01

02

03

5. TOWARDS A MULTIDIMENSIONAL PROGRAMME

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.

http://www.hr-insights.top-employers.com/compensation-and-benefits


With new employees learning much more about the company than their specific role and remit, and over a longer period, today’s programmes are increasingly designed to create an experience that aligns with the company’s culture and employer value proposition. This experience should help create a strong identification with the business, a sense of pride, commitment and belonging as new starters feel welcomed, valued, and engaged from the start.

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.

KEY POINTToday’s program-mes are increasingly designed to create an experience that aligns with the company’s culture and employer value proposition

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.

TABLE 5: MOST COMMONLY USED PRACTICES SUPPORTING THE INTEGRATION OF THE NEW EMPLOYEE

Tour around the organisation

Introduction by management

Team lunch/dinner

Social Networking events

Social Media experience sharing

Meeting with Executive Management

89%

93%

55%

71%

69%

73%

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.


6. MORE 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 culture, values and social fit. It is also becoming increasingly critical to embed On-boarding in day-to-day operations, to ensure it is effective and can create a supporting infrastructure that enables continuous learning. A more integrated and extended On-boarding process needs input and part ownership 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.

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.

KEY POINTA more integrated and extended On-boarding process needs input and part ownership from different areas of the organisation

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.


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.

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.

Table 6: ON-BOARDING RESPONSIBILITIES OF EXECUTIVE MANAGEMENT

Average 2015 Average 2016

76%

81%

56%

58%

Executive Management introduces new employees to our organisation

Employees meet a member of the Executive Management team within their first six months

Executive Management actively promotes the importance of On-boarding

84%

92%

81%

86%

Business leaders are held responsible for their role in the On-boarding process

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-ly signed. This is an added bonus for hard-pressed HR teams as the amount of manual work, and risk of potential errors, is reduced in the formal processing of new employ-ees. Another benefit for HR should come from the amount of data that technology can provide, allowing easier reporting and offering the chance to gain valuable insights that 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 On-boarding steps and tasks, knowing that they have been completed, without the need for manual checking. This is an emerging trend, with 34% of participants in our research already offering a platform that tracks progress on completion of all tasks and activities (see table 7). Along with allowing access ahead of commencement of employment, we anticipate this will become an increasingly common practice over the next couple of years.

KEY POINTWe are now seeing technology assume a central role in the formatting and streamlining of On-boarding

KEY POINT34% of the partici-pants in our research already offer a platform that tracks progress on completion of all tasks and activities


Top Employers using On-boarding portals

Top Employers using systems for managing the On-boarding tasks and activities

Top Employers making use of online access to On-boarding

88% 34% 18%

Table 7: TECHNOLOGY USE WITHIN ON-BOARDING


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.


“ New employees feel part of the business in a relatively short space of time”

CREATING A SEAMLESS INTEGRATION EXPERIENCE FOR EMPLOYEESCase 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, and are designed to help create a feeling of ‘belongingness’ within the organisation. This is achieved through combining information rele-vant to the individual’s role, work content, and project team, with a wider perspective gained from access to content on the broader business viewpoint.

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.

Vasudevan Rajagopalan, Head of Talent Acquisition


Once the new employment starts, the iBelong phase takes over. This commences with a formal 2-day induction and orientation programme, which is delivered in person and introduces the new hire to all the different facets of the organisation and their business unit, which they need to know from the start. Much of this is also available to them digitally, enabling the new 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.”

The individual has the option to write blogs and post videos, the opportunity to post messages and comments, and to like and share content


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 and are able to get knowledge and visibility that may otherwise have taken much longer. The third benefit is for their overall talent attraction efforts. New employees share their experiences with their wider networks (both external and internal) 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.

“ 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”

8. GAIN 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 8). There are two main areas to look at. The first area is a check on the progress of employees, ensuring that the On-boarding process is effective, and the second is to reflect on the process itself, looking at areas for improvement or refinement. The most popular measures cover both of these areas. 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


Average 2015 Average 2016

KEY POINT74% of the partici-pants in this research ask employees to evaluate their own On-boarding experience against expectations

83%

60%

63%

40%

48%

74%

70%

71%

57%

60%

59%

71%

Measurement of first impressions

Evaluation by Management

Employees evaluation of their on-boarding experience

Reporting on KPIs

Evaluation by HR

Meeting with employees at the end of the probationary period


Perhaps surprisingly, reporting on KPIs is not yet a common practice amongst the Top Employers community, with only 70% adopting this, although with an increase of 10% over last year, it is clearly an upcoming measure. Where KPIs are used it is often mostly to measure operational effectiveness, such as the proportion of induction training completed on time, although we are beginning to see measures related to programme effectiveness. These measures include a look at first year retention, the percentage of employees leaving within the first two years and how many external recruits become regarded as ‘high potential’ within that timeframe.

KEY POINTA structured tracking of progress and performance of new hires during their first year is not yet a com-mon practice

effectiveness

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

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

FIGURE 4: MOST COMMON KPIS TOP EMPLOYERS USED IN THE RESEARCH 2016

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.

CONTACT USTo 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 HeadquartersHerengracht 2081016 BS AmsterdamThe NetherlandsT: + 31 20 262 99 [email protected]

David Plink, CEO: “Over the years, we have assessed and

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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”

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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%

2. HR Handbook 100% 94% 90% 100% 97% 100% 100% 100% 100% 94% 100% 100% 96% 100% 100% 94% 100% 100%

3. Assignment of a Buddy 50% 63% 70% 38% 80% 43% 60% 68% 62% 78% 78% 85% 63% 100% 80% 81% 70% 70%

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. Meeting with manager regarding job role, tasks, expectations

100% 94% 100% 100% 97% 100% 90% 100% 100% 94% 89% 100% 100% 100% 100% 94% 90% 100%

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%

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%

On-boarding practices related to connecting:

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 employees to their organisation

81% 56% 90% 100% 83% 71% 90% 77% 85% 100% 89% 85% 88% 88% 67% 88% 60% 100%

Employees meet a member of the Executive Management team within their first six months

53% 56% 60% 63% 47% 71% 40% 73% 62% 61% 56% 85% 63% 63% 47% 38% 80% 60%

Business leaders are held responsible for their role in the on-boarding process

97% 75% 80% 100% 87% 71% 80% 100% 92% 100% 78% 90% 100% 100% 100% 94% 100% 100%

Executive Management actively promotes the importance of on-boarding

97% 81% 90% 63% 83% 86% 80% 73% 100% 100% 78% 100% 83% 88% 100% 81% 100% 100%

An On-boarding portal is being provided to new employees

88% 100% 80% 75% 83% 100% 80% 100% 100% 78% 100% 90% 83% 88% 87% 69% 90% 80%

A system for managing the on-boarding tasks and activities is in place

19% 31% 80% 50% 27% 0% 30% 27% 46% 44% 33% 70% 29% 50% 40% 25% 40% 20%

New employees get on-line access to on-boar-ding information already before the first working day via a online/virtual on-boarding platform

6% 19% 10% 0% 13% 14% 10% 9% 15% 11% 22% 35% 4% 50% 40% 19% 20% 10%

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 On-boarding experience

78% 81% 90% 50% 77% 57% 40% 73% 92% 89% 67% 100% 71% 100% 40% 38% 80% 70%

3. Evaluation by Management 53% 38% 60% 50% 57% 43% 40% 18% 46% 72% 56% 60% 42% 75% 67% 56% 70% 20%

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 probationary period

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

Key Trend 1 - From event to process

Key Trend 2 - Towards a multidimensional programme

Key Trend 3 - More active involvement of Senior Management

Key Trend 4 - On-boarding goes digital

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11. APPENDIXINDUSTRY AVERAGES IN ON-BOARDING
