Introduction to SilkRoad Connecting People to Business Success Kasey D. Konkright – Expert Services Tina Kutach – Employee Experience Guru.

Introduction to SilkRoadConnecting People to Business Success

Kasey D. Konkright – Expert Services

Tina Kutach – Employee Experience Guru

• Launched in 2005

• Headquartered in Chicago plus 19 global locations

• 450 employees globally

• 2,000 customers worldwide

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• #1 Global onboarding solution• Deployed in over 50 Countries• 17 Available Languages

• Automate and manage all employee life events

• Onboarding and offboarding• Mergers and acquisitions• Transfers and rehires

• Workflow smart logic delivers a unique experience to every user

• Completely employer-branded

• DHS certified for I-9/E-Verify processing

• What and Why of Onboarding

• Benchmarking for Success

• Formalize Your Onboarding Process

• Leverage Technology

• Key Take Away

Session Topics

What Does your Onboarding Process Look Like?

Onboarding Defined

Strategic process designed to attract new employees, reaffirm their employment decision, acclimate them into the

organization's culture, and prepare them to contribute to a desired level as quickly as possible.

Benchmarking for Success

Key Drivers

• Streamline, Track, Update Decentralized Process Across and within regions,

• Culture of Innovation• General HR Mandate for Automation• US Compliance

• Initial driver was the need for automated I-9 Processing• Deliver a consistent process for the nearly 4 million temps annually• Auditing for Client and Internal• Eliminate paper & processes to reduce cost & time• Improve government, legal and client compliance

Business Drivers

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25% couldn’t log onto the network

20% didn't know how to find company resources Manager/Team was not involved in onboarding

27% of the time

29% didn't feel prepared the first day

28% didn't have sufficient introduction to culture

Surprise I'm Here?

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Yesterdays Worker

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Todays workers

Benchmark: Onboarding Automation

Getting Connected

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Duration of Onboarding

80% of respondents indicated that they spend 3 months or less on their onboarding process.

9% of respondents indicated that they spend 1 Year.

26% which was the largest group indicated they spend 1-3 months onboarding.

85% of Respondents had a formal Onboarding process.

Existing Employees

Full-time employees actively searching for a new job or open to

new opportunities- CareerBuilder 2013

Prepare Engage Develop Enable

Cultural Mastery

Interpersonal Network

Development

Early Career Development

Strategy Emersionand Direction

Governance and Administration

Target, Inform, Engage throughout

The Re- Defined Onboarding Experience

Hire Retire

Transitions being managed through process.

66%

Employee Offboarding 56%

Employee Transfers

31%

Mergers and Acquisitions

Cross-boarding

Source: Aberdeen Group Onboarding, March 2013

LearningOnboarding

• Wanted end to end solution rather that existing point solution approach.

• Time was a big one we had 26 forms to manage manually

• Getting our culture to the new hires was huge , with highly competitive positions we needed to keep them engaged.

• All of our locations are remote so without automation the local workload was time consuming.

• When we reviewed our priorities and looked and the employee lifecycle from start to finish “Learning Management started during Onboarding.

• Compliance was a big driver for LMS automation(State and National Boards). Examples of mandatory training: Elder Abuse, Resident Rights, Blood born pathogens, HIV/Aids

• Department of health can walk in and request audits.

Barriers

Take Away

Establish Clear OwnershipOnboarding is one areas of talent management that falls between pre-hire and post- hire initiatives. When clear ownership is defined your more likely to designing and implement a process that aligns with business objectives.

Extend the Onboarding ProcessIn order to drive business results , onboarding should extend beyond a

one day or one week orientation

Align Onboarding with Learning InitiativesCreate a strong correlation between onboarding and learning. Both of these

initiatives share similar objectives including increase productivity.

Getting Started

Onboarding Process Framework

Start Before Day 1

Make it Interactive and Fun!

SocializationExtend it

Beyond Day 1

Assign a Mentor

Get the Manager Involved

Measure the Impact

Automate the process

5 Keys to Success

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Onboarding Success

Tina Kutach Global HRIS Manager Woodgroup

Mustang

Where We Were

• New Hires:• Sitting in the HR conference room for 3-4 hours, reviewing

policies and manually completing forms

• Seldom did the new hires show up with everything required to “hit the ground running”

• Forgot proper identification for the I-9, forgot to bring in bank information for the direct deposit form, etc.

• Comments on new hire surveys reflected a broken process and a general dissatisfaction with our onboarding procedures.

Where We Were• Managers:

• Quite often were not ready for the new hire

• IT entitlements were rarely executed in a timely fashion• No computer, no phone, no e-mail when new hire arrived

• Workspaces were not cleaned, prepared and ready for use, if available at all.

• Not aware that they were responsible for managing these processes.

• Lowest marks received on the new hire survey• Not ready for me when I arrived!

Where We Were

Human Resources:◦ All new hire paperwork was actually paper

(manual processes)

◦ Using checklists to make sure we had everything we needed from the new hire

◦ Payroll information had to be faxed to the payroll data entry administrator

◦ Providing the new hire with paper copies of all policies and procedures, some up to 30 pages in length

◦ Had to remember to send the new hires additional information after their start date (i.e. online payroll information, new hire survey, training requirements)

Why Electronic Onboarding?

• Needed a global solution that could support several different languages

• Needed the ability to eliminate as many manual processes as possible

• Needed a system that allowed for continuous improvements

Immediate Benefits• Reduced non-value added orientation time by 90%

• 4 hours to 30 minutes (human touch still needed)

• Local facility portals allow for new hires to walk in knowing much more about their workplace

• Web-based system gives the new hire the opportunity to review the information from the comfort of their home, around their own schedule

• Friendly reminders to hiring managers so nothing “falls through the cracks”

• Greater transparency and alignment among managers, HR and new employees

Immediate Benefits

• Eliminated 95% of the paper forms used prior to implementation (135 sheets per hire)

• No longer required to fax payroll information

• Utilization for post hire activities• Ordering business cards• New hire survey• Required e-learning• Quality of hire questionnaire

• Annual cost savings of $250,000+ (350 events)

• Reinforcement of our vision, mission and values + our employment brand

Closing Comments

Call to Action

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Without a doubt, this hyper-competitive era demands that organizations think “beyond onboarding,” to consider more effective management of the full employee experience and its affects on the business and

their most valuable asset their talent. Let us show you how to make the case and why its important.

HR professionals are challenged to help run, grow, and transform more diverse organizations than ever.

Onboarding Re-Defined

Successful Onboarding is not simply an improved orientation to the organization. It is a total system for

success that is woven into the entire experience in the course of your new hires’ first year and beyond.

Proprietary and ConfidentialThis material is proprietary to SilkRoad, inc. It contains trade secrets and confidential information which is solely the property of SilkRoad, inc. This material is solely for the client’s internal use. This material shall not be used, reproduced, copied, disclosed, transmitted, in whole or in part, without the express consent of SilkRoad, inc.

Thank You!