Talent Management: Onboarding for High Employee Engagement and Motivation | Vicky Fung | Skillshare

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Talent Management: Onboarding for High Employee Engagement and Motivation

teacher avatar Vicky Fung, Senior Finance Executive, CPA

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

35 Lessons (3h 20m)
    • 1. Make Your Company Be the Best Choice of Employer

      4:28
    • 2. Why Did New Hires Resign Early?

      6:42
    • 3. The Solution to Solve New Hires Quit Early

      3:35
    • 4. Onboarding is Much More Complicated Than Orientation

      6:17
    • 5. Why Does Onboarding Gives You a good Return on Investment?

      5:44
    • 6. The 4 Critical Successful Factors for Onboarding

      5:14
    • 7. Onboarding is Everyone's Job

      9:33
    • 8. 12 Essential Elements for Employee Engagement - Part 1

      5:42
    • 9. 12 Essential Elements for Employee Engagement - Part 2

      4:39
    • 10. Enhance Employee Engagement through Onboarding

      6:27
    • 11. The Door Key for Effective Onboarding

      3:57
    • 12. Conducting Effective Feedback Session

      6:15
    • 13. Use AID Model to Maximize the Motivation Impact

      10:11
    • 14. Excite Your Team about Your New Hire

      6:19
    • 15. Invite Role-Model Staff to Influence Your New Hire

      4:36
    • 16. 7 Easy Ways to Help your New Hire Getting Connected

      7:04
    • 17. 7 Quick Ways to Engage Your New Hire

      7:31
    • 18. Craft an Impressive Onboarding Journey

      7:18
    • 19. Pre-onboarding

      6:35
    • 20. First Week

      5:04
    • 21. 2nd to 4th Week

      4:08
    • 22. Second Month

      4:18
    • 23. Third Month

      3:55
    • 24. Before the End of Probation

      3:48
    • 25. After Probation Period

      4:04
    • 26. 8 Powerful Questions to Ask Your New Hire after 90 days

      6:09
    • 27. Gamify Your Onboarding to Make it Fun

      7:52
    • 28. The Reality About Handover Arrangement

      5:50
    • 29. 8 Dos for Effective Onboarding

      6:52
    • 30. 5 Assumptions You Shouldn't Have

      5:46
    • 31. How to Evaluate your Onboarding

      4:34
    • 32. Executive Onboarding

      5:56
    • 33. Group Onboarding

      5:14
    • 34. 5 Types of Persons You Often Ignore for Onboarding

      6:12
    • 35. Last Reminder on Onboarding

      2:39
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About This Class

  • Do you want your new hires to be productive as quickly as possible?

  • Do you want to retain your new bright staff in your team?

  • Do you want to ease the transition period of your new hires?

If one or all of your answers are yes, this course is for you!!! 

Here is the course with proven ways to speed up your new hires, to increase the staff retention rate, to help your new staff quickly engaged at your company, to help you earn the reputation of "Best People Manager", to help building your Company with the brand name of "Employer of Choice" and many others...

This 3.5-hour course is developed for all team leaders and supervisors to provide an effective and successful onboarding process for new employees, so as to help them be engaged and productive as quickly as possible. It is a very comprehensive and step-by-step course, covering the following topics:

  • How to craft an impressive onboarding journey to accelerate the new hires

  • How to motivate the new hires by applying 12 powerful elements for employee engagement

  • How to inspire the new employees to deliver better results faster by effective feedback session

  • How to apply the 4 critical successful factors to engage and retain the new hires

  • Learn 7 easy ways to help the new staff building their network

  • Acquire 7 quick ways to acclimate the new hires to the Company’s culture without scaring them off

  • How to get your team prepared and excited about the new members

  • How to involve Role-model staff to influence the new employees

  • What to discuss with your staff after probation period

  • Gamify the onboarding program to speed up the learning of the new hires

  • Understand the 8 Must Dos for effective onboarding

  • Learn the 5 Assumptions that must not have for onboarding

  • Evaluate the onboarding program systematically for adjustment and continuous improvement

  • Create special onboarding for executives, groups and 5 types of persons often ignored for onboarding

  • And a lot more…

The course also includes the checklists and other resources to support you.  You may have all these tools on hand already but the key is you should know HOW TO REALLY ENGAGE your new staff and WHAT YOU REALLY NEED TO PAY ATTENTION TO.   If onboarding is done poorly, your new hires will walk away and you will need to re-perform the time-consuming long process of hiring again!  What worst is this may probably hurt your reputation as well as the Company! 

Remember, the faster the new hires feel welcome and prepared for their jobs, the quicker they will be able to deliver better results. So enroll this course and start learning now!

Meet Your Teacher

Teacher Profile Image

Vicky Fung

Senior Finance Executive, CPA

Teacher

Hi!  I am Vicky Fung, a senior Finance Executive with 20 years of experience in finance and accounting.  I have worked in many large companies with operations over the world.  I got 10 years of experience in recruiting and onboarding new staff, as I have actively involved in recruitment for my team and other positions for my ex-employers.  I would like to share my knowledge and experience with you.  Please feel free to contact me if I can be of assistance. 

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Transcripts

1. Make Your Company Be the Best Choice of Employer: Make Your Company Be the Best Choice of Employer Congratulations! Welcome to my course. I suppose many of you are watching this course because sooner or later, you will have one or more new hires joining your team. Having new employees is an exciting news! I am sure you want them to be successful, particularly if you have already gone through a long process of recruitment. You want the new employees to take up the post as quickly as possible, to be productive and to stay long at your company. You want them to be successful as this will not only reduce your workload, but will also build your reputation for good people selection and talent development. Once they are happy and productive at your Company, business, revenues, customers and everything else come. Do you want all these to be happened? To make all these happened, it is crucial to start right from the early beginning. Remember, “Well Begun is Half Done”. So the first step, you should provide them a welcoming and enriching onboarding experience. Statistics show that such an impressive experience will increase their engagement, performance and loyalty to the Company. In other words, effective onboarding is the door for employee engagement and talent retention. I suppose most of you are probably not HR Managers. You are most likely their direct supervisors or team leaders and you may not have a lot of HR experience. Or maybe at your Company, there are no HR Department, you need to perform these functions. No matter how, please don’t worry as I will help you. I am Vicky Fung, a senior Finance executive with 20 years of experience. I've worked in many large companies with operations over the world. I have been recruiting and onboarding new members for 10 years. I, myself, including the internal transfer experience within the same Company, have also got more than 10 times onboarding experience. So I can say I am very familiar with this process, both from the side of the supervisor and also from the side of the new hire. In this course, I will share all my experience and knowledge with you. I am here to help and support you. I will guide you step-by-step what you need to do to engage and retain your new staff throughout the whole onboarding process. I have successfully helped many of my subordinates to transfer from new staff into super stars in my ex-companies. I can do it and so you can also do it. This course is developed for all team leaders and supervisors to provide an effective and successful onboarding process for new employees, so as to help them to be engaged and productive as quickly as possible. If you or your Company aims to be an “employer of choice”, that is, recruiting, retaining the top talents with strong positive working relationships and sense of belonging, onboarding is the door and you cannot ignore it. Remember, the faster the new hires feel welcome and prepared for their roles, the quicker they will be able to successfully contribute to your Company. I would like to invite you to watch this course lecture by lecture. By the end of this course, you will know how to make your new staff engaged, satisfied and excited about working in your team. Doing all these right, they can proud to say that they make the best choice of joining you and your Company! Let’s make this as the goal and start the course now. Enjoy! 2. Why Did New Hires Resign Early?: Why Did Many New Hires Resign Early? We all want our new hires to be productive as quickly as possible. However, in reality, before they contribute to the Company, statistics show that quite a lot of the new hires quit quickly, usually within 3 months. During this period, they are still learning about the Company and the tasks, and have not fully functioned in their roles. You may question, “They still haven’t understood the job well. Why did they quit so soon?”. One research shows that 30% of the new hires will quit within the first 90 days. Another research shows the below results: • 1st Month: 17.4% • 2nd Month: 16.8% • 3rd Month: 17.4% • 4th Month: 11.0% • 5th Month: 5.5% • 6th Month: 14.5% That means The % of early quit within 3 months was as high as 52%!!! No matter 30% or 52%, the percentage of early quit is alarming. Of which, most people who leave their jobs early were either in entry-level or intermediate level positions. You may say the person does quit so early, was probably because he was a bad hire and you missed something during the interview process. Is this correct? No matter how, I believe as you have spent huge efforts in finding and recruiting the best fit, you don’t want them to quit so early. So it is important for you to understand the major reasons why most people quit so early based on various researches. Here are the 8 main reasons: (1) Expectation Gap - Day to day role wasn’t what they expected, either not match the original job description or is different to what being discussed at interview. This may because the roles are mis-sold or change significantly after they start under the fast changing business world. As the roles are not the one that they want to or are able to perform, they may feel being deceived and so leave the Company eventually. (2) Dis-connect to the Company mission and objectives Many employees, especially the young generation, are very concerned about their purpose in their work. They want to exert a direct impact on the Company’s success. When they were onboard, they did not feel any connection on their roles to achieve what they want and regard themselves as not important, especially during the initial period when they are still adapting to the new environment. (3) Company culture - Corporate culture is not what being described during the interview. The new hires found that they got the wrong picture when they accept the offers. Because of this false information and they got problems in adapting into it, they left the Company eventually. (4) Employee’s bad feelings - As they were new to the Company and they got no connections nor network at the new Company, they felt neglected, unwelcomed, overwhelmed, under-appreciated and lonely at the new environment. They got problems to break in the social network. (5) Poor or overbearing management As the cliché said, People join the Company but Leave the Managers. Some new hires may claim their bosses as crazy, unreasonable, difficult to be served or they have other negative impressions about their bosses. Because of this poor first impression, they did not want to tolerate for the long run. (6) Being overwhelmed with new information and felt unrealistic expectations Because of poor training and unrealistic expectations, some may felt too much is expected of them too quickly. Some may be assigned with cleaning up past messes without much knowledge of previous history. They were left to find their own way and figure out the solutions on their own. They felt overwhelmed and unmotivated. (7) Fear of failure Some new employees were very nervous about making a poor impression at the initial period. They were hesitated to ask questions, clarify information and speak up. Eventually this may lead them to do the wrong thing or in a wrong way. They turned out to be under-performed. (8) Boring and not fun Some new employees, especially the young ones in the entry levels, may regard the job roles and the Company are too boring and are not interesting at all. They did not feel a sense of belongings and thus they simply didn’t want to do the job. As the hiring manager, there are 3 questions that you should think: 1. Why were these 8 major reasons happened? 2. Should we blame the new employees for their problems? 3. Are these reasons preventable and if yes, what could you do? Please take a few minutes and list down all your thoughts on a paper. Appreciate if you can do this before going to the next lecture. This will facilitate you to get more value from this course. Thank you. 3. The Solution to Solve New Hires Quit Early: The Solution to Solve New Hires Quit Early In the last lecture, I mentioned that the major reasons for the new hires leaving the Company early include expectation gap, disconnect to the Company mission and objectives, Company culture, their bad feelings, poor or overbearing management, being overwhelmed with new information and felt unrealistic expectations, fear of failure and regarding the job is boring and not fun. As you can see, most of the time, they left because they had unhappy experience. The new employees are not always to blame. Also, for most of these reasons are, preventable. You may have the impression that the early quit was the HR problem but in fact, many of these reasons lie in because of direct supervisors. It is human nature that staff place their employment decisions based on the chemistry with their bosses. They spend much more time with the supervisors for the rest of life at the Company, maybe very often even interact more with their husbands or wives at home. So indeed, they expect their own supervisors, not HR, to take charge of the onboarding process. In addition, don’t forget that if they are very good talents, you like to recruit them and other companies also want to recruit them as well. They likely had 2 or 3 other offers when they accepted yours. They always had tons of choices. If the job isn’t work out, they will walk away. The most effective solution to achieve better retention of the new hires is “Effective Onboarding”. It is the door for employee engagement and retention. It is also the key to set expectations. It ensures your new hires to start with the right mindset, understand exactly what they’re responsible for, where their career is headed, and what kind of development opportunities to anticipate in the future. Very often, Companies spend large amounts of money to recruit new talent, but they spend little energy or few resources on onboarding new hires. Given that hiring and training new employees are both costly and time consuming, it is critical to do everything in your power to keep new employees excited and engaged. It is much better than losing top talent and starting the hiring process again. It’s important to note that onboarding is more than just processes and paperwork, and should go beyond the first day or even first week of the job. If you want to do something exceptional for your new employees, go beyond the basics of onboarding. If you want to do this, this course is for you. I will tell you everything you need to learn and pay attention to during this critical process. Please keep watching. I hope you like this course. Thank you. 4. Onboarding is Much More Complicated Than Orientation: Onboarding is Much Complicated than Orientation Onboarding is the process of helping new hires adjust to social and performance aspects of their new jobs quickly and smoothly. It starts with helping them seeing the big picture and how each of the parts fit together. Onboarding tasks range from completing their paperwork to learning the company software and systems, meeting the team, setting their performance goals, acquiring the skills and everything in between! Onboarding is an extension of your recruitment and hiring process—a time when candidates are still assessing you as much as you are assessing them. The only difference with onboarding is that both of you are past the decision point, and now you are trying to evaluate if you have made a good decision. Remember that the new hires use their first few weeks to evaluate your Company against the vision they were sold during interviews. If you treat them as VIP customers during recruitment but then deliver only average onboarding, there will be an expectation gap. This may lead them disappoint, regret and reconsider the rival job offers. You might lose these bright hire. In fact, this is one of the major reasons why new employees quit the Company early. In the coming few lectures, I will elaborate about the significance of effective onboarding and you will understand why we should not ignore this. In connection with successful onboarding, you will need an onboarding program. It helps new employees settle into their roles, teams and companies. With the help of training, right resources and comprehensive plan, you can reduce the stress and anxiety of the new employee’s initial period at your Company, while at the same time, improve the business outcome and productivity. A successful onboarding program makes a positive impression on new employees and creates a welcome feeling which confirms their decision to work for you and the Company. In return, it makes the new employees excite and develop a sense of belonging. Orientation vs Onboarding When we talk about onboarding program, some people may interpret this refers to the first-day orientation. They regard the 2 words, onboarding and orientation are the same. In fact, this is a common misconception and they are 2 separate concepts. By definition, onboarding is the process of integrating a new hire into a Company; whereas orientation is an event and is only a part of the onboarding process. Onboarding includes a lot more than orientation. So let’s look at the 5 key differences. 1. For duration, onboarding can vary from 3 months to a whole year; whereas orientation usually only involves one day, one week or at most 3-4 weeks. 2. Onboarding consists of regular 2-way conversation and feedback between all the parties involved in the process whereas most part of the orientation is just a one-way flow of information to the new hire. 3. Onboarding integrates the new hires into their new work environment, providing a greater understanding or the Company’s mission, values, culture and connection in terms of how the new employees and their roles fit into the larger Company context. However, orientation usually simply provides the introduction to the Company’s structure, policies and procedures. 4. Onboarding aims at helping the new hires assimilate into the Company and its culture as quickly and efficiently as possible but orientation usually ignores this part. 5. Onboarding is customized by the new employees’ roles in a particular area or function of the Company; but orientation is usually standardized. The multiple levels of onboarding While orientation usually involves HR Department or Team Leader, onboarding involves multiple people and also multiple levels within a Company. This includes the 5 organizational levels: Level 1, Corporate Level - Covering sign-ups and corporate wide values, reputation and brand names. • Regional Level - Covering information and issues related to the country/region and the plant/ facility where the new hire will be working. Level three, Departmental Level - Covering the department the new employee is joining. Level four , Team Level - Covering the person’s work team and job. Level 5, Individual Level - Covering things at the team level that relate to the unique and diverse needs of this individual. As you can see, onboarding is much complicated than orientation and it also goes much beyond introduction. Some companies may just hand out a few training booklets and introduce new employees to the team but successful onboarding goes much deeper than that. As you go along the course, you will learn more, including what an effective onboarding process includes and how you should tailor-made one to suit your new employees. Thank you. 5. Why Does Onboarding Gives You a good Return on Investment?: Why Does Onboarding Give You a Good Return on Investment? Today many of us are really overloaded, adding onboarding on our shoulders seem creating additional burden for ourselves. You know this is a good thing but it sounds very complicated and time-consuming. You may have a question in mind, is it really worth investing your time doing it? Are the benefits really larger than the cost? Do always remember onboarding either makes or breaks your new hires. Actually no matter you have an onboarding program or not, they will still experience the onboarding process. Every new employee will face either 2 types of onboarding, formal or informal onboarding. • Formal onboarding refers to a written set of coordinated policies and procedures to assist an employee for both tasks and socialization. • Informal onboarding refers to the process by which an employee learns about the new job without an explicit Company’s plan. Research shows that Companies that engage in formal onboarding by implementing step-by-step programs for new employees teaching them what their roles are, what the culture of the company is and how they should behave, are more effective than those that do not. If the onboarding is done well, the new hires will feel welcome, comfortable, engaged, prepared, supported and connected. In return, it will bring 8 benefits for you and the Company. These 8 benefits are: 1. Create a positive first impression on the new hire. 2. Reinforce company qualities you demonstrated in the interview to the new hire 3. Open dialogue for questions and suggestions. 4. Reduce the mixed emotions of the new hire during the initial period of joining a new company 5. Improve engagement, commitment and performance of the new hire 6. Boost the productivity of the new hire, make an impact quickly and contribute both immediately and over time. 7. Increase staff retention and decrease employee turnover. 8. Build the reputation as an employer of choice with clear vision and strong leadership In short, a well-designed structured onboarding program is critical not only for the success of the new hires, but also for you, the team and the Company. It allows the Company to reduce the termination and re-hiring cost as well as shorten the time it takes for the new comers to be productive. For the new employees, even though they just started weeks or months ago, they feel respected and appreciated. Onboarding is stressful because we try to get a great deal completed within a short period of time, usually 3 months. In addition, this initial period is also the time for both sides of you to evaluate whether you have made a good decision or not. The new employees need to prove themselves to you, but you also need to prove to them that this is a good place for them to work at the same time. That means, you both should come with the same conclusion that it was a good choice for both of you. If onboarding is not done properly, it may make the new hires confused, feel lonely, dissatisfied, frustrated and disengaged in their jobs, finally resulting in poor performance and negative attitude. Some may feel their Companies do not provide adequate support to them, and regard their Companies as poor performers in their industries, leading to negative perception and lack of engagement in the Companies. In other words, these may all result in the withdrawal of the potentially good employees. They may also bad mouth against you and your Company to their friends and relatives, and damage the reputation of your Company. Losing employees who are poor fit or under-performing may be acceptable and fine, but losing good employees because of poor or average onboarding is very costly to the Company. You will end up incurring huge financial costs, time and effort, including the separation cost, potential legal fees and other termination costs. There are also vacancy cost and productivity loss associated with no one being in that position. In addition, you will have replacement cost since you will need to start the whole recruitment process again. You will need to advertise for the position as well as spend time in screening, interviewing and doing the reference check again. I bet you don’t want to go through the whole lengthy process again, correct? Having a strong, effective onboarding for your new comers saves you all these significant potential cost, time and effort. It is definitely a good investment choice and you will get your return. You will have a good return on investment. Thank you. 6. The 4 Critical Successful Factors for Onboarding: 4 Critical Success Factors for Onboarding In the last lecture, I talked about the importance and benefits of an effective onboarding. In fact, researchers have identified 4 critical successful factors for onboarding, namely, Compliance, Clarification, Culture and Connection. The more the fulfillment of these 4 factors, the higher the commitment and satisfaction the new hires have. So here are the 4 Cs: 1. Compliance – compliance refers to basic company’s rules, policies, regulations and staff handbook that the new staff must follow at all times. 2. Clarification – it means employees should be crystal clear about their new jobs, roles, responsibilities, timelines and all related expectations, so as to prevent potential performance issues. 3. Culture – it means providing the employees with a sense of the Company’s norm, including values, beliefs, attitudes and principles that drive work, behaviors and relationships in the work environment, both formally and informally. 4. Connection – it refers to the interpersonal relationships, trust and social networks that new employees must establish. They need to feel socially comfortable and accepted by their peers and supervisors. In fact, research indicates that over half of the new managers failed because they could not establish effective working relationships at their new work environment. 3 Levels of Onboarding Each company places different emphasis on these 4 critical successful factors. Some may only focus on one factor while others may place equal emphasis on all these 4 factors. The degree of leverage of these 4 factors determines the overall onboarding strategy. Though each strategy is different from Company to Company, or even from roles to roles as discussed in the subsequent lectures, in general, we can group them into 3 levels: 1. Level 1 – Passive Onboarding Almost all Companies naturally cover compliance as part of their formal onboarding. For Companies that engage in Passive Onboarding, or Level 1, some role clarification may be given, but no one is coordinating the task to address culture and connection to the new staff formally. If your Company is in level one, you are likely to view onboarding as a checklist of unrelated tasks to be completed. Research shows that approximately 30% of Companies work at this level. Passive Onboarding can be functional, but it is certainly unsystematic and unstructured. 2. Level 2: High Potential Onboarding When compliance and clarification are well covered by a Company’s formal onboarding practices and some culture and connection mechanisms are in place, Level 2, High Potential Onboarding, has been reached. However, over half of these Company still have not well established a complete systematic approach across the Company. 3. Level 3: Proactive Onboarding At this level, all the 4 critical successful factors are formally addressed and all factors are of equal importance. If your Company is systematically organizing onboarding with a strategic human resource management approach, you are at Level 3. In other words, the new hires have the greatest job satisfaction, commitment and belonging to your Company. Unfortunately, research indicates that currently only 20 percent of Companies achieve this level. Certainly, we want the new hire to work at their fullest potential within the least amount of time. We want to have the greatest job satisfaction, commitment and belonging to the Company. Thus in this course, I will focus on Level 3 and guide you how to design your onboarding program to reach this level, the proactive onboarding. Thank you. 7. Onboarding is Everyone's Job: Onboarding is Everyone’s Job In the early beginning, the new hires are often very engaged. They are excited to join the Company they selected and they feel wanted. They are very eager to meet their new colleagues and learn everything about their new Companies as well as the transitional arrangement. They want to make a good impression and prove themselves to you by demonstrating their ability to learn, adapt and deliver. As mentioned in the previous lectures, a great onboarding experience will make them feel welcome, comfortable, engaged, prepared, supported and connected, resulting in higher productivity and better performance. That means the faster they become part of the team, the quicker they can perform and contribute. It will definitely worth the time to do it well. So you may ask, who is responsible for onboarding? Since every new staff will have a stop at Human Resources. Onboarding seems to be a kind of related to recruitment. It is related to training and it definitely involves staff administration. So you may wonder, “Is onboarding a HR job? Should HR take the most significant role?” Honestly, onboarding fails in some companies not only because people are not serious enough on this important process, but also many people consider this is purely HR job. These people think those who are not HR have nothing to do with onboarding process. If the new hires fail, it probably because the HR Department have not properly done their job or it was the sole problem of the new employee. Actually responsibility of the onboarding experience mainly rests with the new employee, the Direct Supervisor and the Human Resources but at the same time, everyone around has a stake! Making a new employee feel like part of the team actually takes the effort of the whole team and everyone around! Certainly, the self-responsibility of the new comer is easily understood and I do not need to explain here. In this lecture, I will talk about your role as the direct supervisor and the role of Human Resources. Then later on, I will explain why I said everyone around has a stake in the onboarding experience. Role of Direct Supervisor As the direct supervisor, likely or not, compared with human resources, you are the primary information source regarding the job role. You will monitor the future performance of the new hires, and thus have the greatest impact on them, particularly on how quickly they will start performing and accepting the culture. In brief, you control their work life at your Company. As the direct supervisor, you should remember the followings right from the start: 1. Be enthusiastic and engage the new employees to join the team 2. Align their work with the Company’s or team’s mission, vision and goals 3. Clarify your expectations up front 4. Conduct regular one-on-one meetings 5. Provide them timely, information-specific, issue-focused guidance, direction, coaching and feedback 6. Arrange them necessary proper training and development 7. Work closely with Human Resources to help with a smooth transition Remember, it is a well-known reality that people join Companies and leave their Managers. So how long your new hire will stay, highly depend on the relationship between the two of you. This relationship cannot be over-emphasized. It generally begins before the official on-board date and becomes the most important during the few months of the employment. Make sure you have equally focused on all the 4 critical successful factors for onboarding, that is, Compliance, Clarification, Culture and Connection. Effective onboarding is the door to employee engagement and talent retention. There are many things you should pay attention to during the journey. I will talk about what you should do as the direct supervisor during this important onboarding period of the new hires in the subsequent lectures. Role of Human Resources While you control the journey of the new hires, Human Resources play a vital role in building a strong foundation for new employees and present a positive impact on their productivity and morale. This includes ensuring a successful transition from their first day of employment through the employee’s entire career within the Company. During onboarding of the new hires, Human Resources should conduct the 4 major tasks as follows: 1. Explaining and clarifying the official documents, such as compensation, benefits, staff manuals, forms, rules, procedures and policies as well as managing the documents of new hires. 2. Partnering with you to follow up and coordinate activities, so as to help the new employees to adapt into your Company’s and team’s culture as quickly as possible. This includes gathering their feedback from others formally and informally, as well as reviewing the onboarding process on an ongoing basis. 3. Providing onboarding experience and support to them, such as conducting new employee welcome orientation, having regular one-on-one contact and answering their enquiries. 4. Persuade and coordinate with upper management to get involved in proper onboarding. New employees, particularly those in the junior grades, would get very excited to meet these upper management and learn the Company’s values and the positive experience from them. As you can see, the HR roles also focuses on the 4 critical successful factors of onboarding: that is, compliance, clarification, culture and connection. You should bear these 4 words in mind throughout the onboarding experience of the new hires. Shared Role of Direct Supervisor and HR Apart from helping the new employees overcoming the new challenges from a new corporate culture, both you and HR professionals should recognize and manage the impact of the new employees on the current morale of the team. The existing staff may regard the new employees as potential threats and have various concerns. For example, they may question, “Is the new staff going to replace me?”, “Why did the Company employ this person?”, “Are there any future restructuring happened?” or with other concerns. Therefore, you should partner with the HR to manage these issues and the earliest the better, otherwise, you will have a crisis not only affecting your new hire but also the whole team. I will talk about this in details in another lecture. Role of other stakeholders In fact, apart from you and the Human Resources, everyone in the Company, particularly your teammates, also play significant roles in the on-boarding process of the new employees. Effective on-boarding involves everyone in the Company. In the coming lecture, I will explain what elements drive the employees to perform and how we can apply this knowledge on the onboarding process. You will understand the reasons why everyone is a stakeholder during the on-boarding process. Success of a new hire not depends on a few persons but all of the stakeholders. Thank you. 8. 12 Essential Elements for Employee Engagement - Part 1: The 12 Essential Elements for Employee Engagement Do you want to have highly engaged employees? No matter your staff are new or not, I believe you answer is “Absolutely Yes”. However, have you ever thought what meant by employee engagement? Does this simply mean how happy your staff are? Employee engagement refers to the extent to which employees commit to something or someone in their organization and how hard they work and how long they stay as a result of that commitment. So it is much more than happiness. It does not only mean how happy the staff are or are they satisfied with their jobs, but also mean how if they are effective and also how long they want to stay at the Company. In other words, employee engagement is a measure of hard work, how hard an employee will work for you. And how likely are they to stay with you, 01:20.520 --> 01:23.880 i.e. retention. “Staff retention” is very important for every Company as we want to minimize the potential cost of recruitment and having the position to be vacant. So have you ever thought what sorts of things might improve employee engagement? What are the drivers? Research has proven that employee engagement levels increase when 12 core elements are fulfilled. This is called the Gallup 12 Questions for Employee Engagement Survey. These 12 questions were based on more than 30 years of in-depth behavioral economic research involving more than 17 million employees. Through the research, 12 questions emerged as the best predictor for employee performance and motivation. These 12 questions are: 1. Do you know what is expected of you at work? This question addresses the employee’s ability to understand their role and their responsibilities. 2. Do you have the materials and equipment to do your work right? This question addresses the discrepancies between what the employees have and what they need in order to achieve workplace excellence. 3. At work, do you have the opportunity to do what you do best every day? This question uncovers if employees are utilizing their unique skill sets and if the Company understand how to maximize the efforts of their employees by building on their strengths. 4. In the last 7 seven days, have you received recognition or praise for doing good work? This question simply means if anyone notices the employee’s efforts and appreciate for the individual contribution. Question five. 5. Does your supervisor, or someone at work, seem to care about you as a person? This question focuses on how much the supervisors have emotionally engaged their subordinates, and not see them as nothing but labour. 6. Is there someone at work who encourages your development? This questions refers to the ability of the supervisors in creating an encouraging work atmosphere. The first 2 questions in this lecture focus on the basic needs of the new staff, what they need to get for performing the job. The last 4 questions focus on supervisor’s support, which means what they can give in order to be recognized. In the next lecture, I will continue with the remaining 6 questions. After that, I will further talk about how these 12 questions can be applied on onboarding. Thank you. 9. 12 Essential Elements for Employee Engagement - Part 2: The 12 Essential Elements for Employee Engagement In the last lecture, I talked about Gallup 12 Questions on basic needs and supervisor’s support. This lecture will cover the remaining 6 questions. The first 4 questions will focus on supported teamwork, which means if the new employees develop a sense of belongings to the team and the Company. The last 2 questions will focus on growth and development. That means how they can grow in the Company and the job. So now’s let’s continue with Gallup 12 Questions: Q7. 7. At work, do your opinions seem to count? This question reflects if the supervisor has taken the employee thoughts and opinions into consideration. It shows if the team is heading towards the same direction and have a common objective. 8. Does the mission / purpose of your Company make you feel your job is important? This questions reflects if the employee aligns with the Company’s goals and missions. If not, it is unlikely that they will be engaged to strive for the long term success of the Company. 9. Are your colleagues committed to doing quality work? This question indicates the potential morale problem. If the employees feel their colleagues are not committed as they are, they may feel they are making up for the lack of effort from their fellow team members, which in turn affecting the team morale, team spirit and productivity. 10. Do you have a best friend at work? Though we work is not for the sake of finding good friends, having good relationships is important and this can act as an encouraging sign that the team is functioning as one and operating as a whole. 11. In the last 6 months, has someone at work talked to you about your progress? This question shows if the supervisor or someone provides regular coaching, feedback, advice and and guidance to the employees to ensure they work up to standard and keep improving. Otherwise, if the employees were unaware of their mistakes, they kept repeating the same mistakes and this will hurt the Company’s reputation and brand name in the long run. 12. In the last year, have you had any opportunities to learn and grow? This question uncovers your Company’s current engagement levels and growth potential as these related to continued training and education of employees. These 12 questions separate high performing teams from low performing teams. They are very useful for employee engagement and talent management. Many Companies use these questions as a measure on employees’ satisfaction and then to identify the areas for improvement. In fact, Gallup 12 questions can also be applied on creating an effective onboarding experience for the new hires. In the next lecture, I will explain how to put them into onboarding program to make it to be a great and impressive one for your new hires. Thank you. 10. Enhance Employee Engagement through Onboarding: Enhance Employee Engagement through Onboarding In the last lecture, I talked about the 12 elements for employee engagement. Definitely, we want the new employee to be engaged on Day 1 and throughout their service at the Company. Therefore, starting from on-boarding, you should apply these 12 core elements into the workplace. Using the understandings of these 12 questions, in fact, they can be re-grouped as a 4-level of employee’s needs, with basic demands that must be fulfilled before employees can progress. It can be applied into the onboarding program. Now let’s see what these mean for new employees. These 4 levels start with: 1. Basic needs (from Q1 – Q2) – the underlying concern is, “What I get?” - That means what they get to perform. They should be able to say, • “I know what is expected of me at work. • “I have the materials and equipment I need to do my work right.” 2. Supervisor’s support (from Q3 – Q6) – the underlying concern is, “What I give?” - That means what they give to be recognized. Exactly, they are satisfied that: • They can do what they do best every day. • They got recognition in the last seven days. • Their supervisor or someone at work cares for them. • Their supervisor or someone at work encourages their development. 3. Supported teamwork (from Q7 – Q10) (from Q7 – Q10) – the underlying concern is, “How I belong?” – That means how they belong to a team / company. They would be proud to confirm: • At work, their opinions seem to count. • The mission and purpose of the Company makes them feel their jobs are important. • Their colleagues are committed to quality. • They have at least a best friend at work. 4. Growth (Q11 – Q12) – the underlying concern is, “How can I grow?” – That means how they can grow in the job and company. • This refers to their progress in the last six months. • They have ongoing and future opportunities to learn and grow. As you can see from this hierarchy of needs, we can identify 3 findings: First Finding. 1) As the direct supervisor, you play a critical role in onboarding new employees. Many of the 12 items are driven by your actions and efforts. You should monitor closely whether each level of hierarchy is fulfilled before moving to the next level. For example, if your new hires do not know what is expected from them in a job that means Level 1 Basic Needs is not fulfilled, it makes little sense to move to Level 2 supervisor’s support, to provide a feedback session on their progress and job performance. Second finding. 2) Team members play a critical role in providing support, knowledge and a welcome work environment. They make the new hires feel engaged, respected and being accepted. Apart from you as the direct supervisor, their relationships with your team members and fellow colleagues are also an important element in employee engagement and talent retention. Third finding. 3) Mentors can provide “safe havens” for new hires to ask questions, obtain knowledge and understand the new culture. I will further talk about the importance of this mentorship in another lecture. In short, onboarding is not just your job as the direct supervisor, or the job of the Human Resources, but the job of everyone! Without your team and other’s support, your new hires cannot fulfil the Level 3 and move up to the top level, the Growth. If then, their development and contribution to your Company will be limited. It is important to remember that if you fulfil the 3 personal needs, that is, feel respect, feel important and feel competent, the employees are naturally have greater satisfaction at work, resulting in higher productivity and better quality. The same applies for new staff. This is why you need to ensure your new hires feel supported by the Company as a whole, but not just you or the Human Resources, from the moment they got the job offer and step into your Company. Do everything you can to get it right and you will be rewarded in the long run.   Thank you. 11. The Door Key for Effective Onboarding: The Door Key for Effective Onboarding Onboarding is the door to employee engagement and talent retention. The key to open this door is one-on-one feedback session. In this course, I have repeatedly emphasized the importance of feedback during this onboarding period. If this is done properly, you and your new employees can ensure alignment, develop better trust and improve retention. Without this communication channel, the effectiveness of onboarding program will be significantly reduced. In addition, as a team or department leader, you may have lots of meetings every day, so it is particularly important to make sure every one count, so that you are not losing productivity and wasting all parties’ time. Therefore, while you have designed a fancy onboarding program, you should also make sure that you conduct the feedback session properly and effectively. To ensure you use this “feedback” key correctly, please bear 3 principles in mind: That is, Be timely, be specific and be accountable. 1. Be timely. Feedback should be delivered near the time that the behavior happened. If someone waits six months to tell colleagues they did a good (or not-so-good) job, whatever it was, it is not a super important issue. 2. Be specific. If you want someone to develop good work habits, tell them with specific details what they did was awesome. Saying “good job” isn’t enough. Feedback needs to be specific, so that your new employees know what behaviors to continue and those to correct. The same applies for asking questions to your new hires. Use open questions to ask your new hire’s experience and press for details and specific. These words, “good”, “ok” and “fine” do not give you much value and you should use follow up questions to press for details. 3. Be accountable. While you are delivering feedback to your staff, you are actually asking them to be accountable for their actions. Make sure you also offer support and constructive suggestions. You should be prepared to answer any questions from your staff. Along with these 3 key principles, I will also share some practical tips when conducting the feedback session in the next lecture. Please remember that every coin has 2 sides. If you use this tool properly, 03:24.890 --> 03:29.010 you can enhance the new staff’s motivation and engagement at work. However, if you deliver it poorly, they would consider the feedback session as an interrogation. Instead of the motivation, your new staff will feel very stressful and nervous. They will tend to keep their mouth shut. In other words, you will fail to open this door for employee engagement and retention, and defeat the purpose of onboarding. 12. Conducting Effective Feedback Session: Conducting Effective Feedback Session In the last lecture, I mentioned that while onboarding is the door to employee engagement and talent retention, feedback session is the key to open this door. Apart from the 3 principles for feedback session: Be timely, Be Specific and Be accountable, I would like to share with you for additional tips: 1. Tell them what can be improved. Be sure your new staff held accountable for working with their colleagues to achieve company goals. When they have done something great, you should appreciate and recognize them. When something could have been done differently, you should tell them. You can discuss ways they could improve in their current roles and what it would take to get to the next level in their career paths. Jot down these good things and bad things, you can re-use these stories or concrete examples in the next performance evaluation. Tip No. 2. 2. Schedule a regular time with new staff. Determine how often you want to meet your staff at different stages of onboarding, set a recurring meeting on your calendar. If you are very busy, maybe you can schedule a 30-minute discussion at 10am twice or 3 times a week with your new hire. Even this little time will help a lot. Find a time slot that works best for you and your staff. Tip No. 3 - Try your best to allocate adequate time for your staff to discuss issues. There may be many things that your new staff may want to discuss with you, so it is not ideal to cut the conversation short if you have to run to another meeting. 02:09.360 --> 02:13.980 You can always finish your one-on-one in less time than allocated, otherwise, if you tell your staff that you are rushing for another meeting and they need to speak fast, they may keep their mouth shut, so as not to disturb you. This will discourage the open conversation. Tip No. 4 - Set the agenda beforehand. Your new staff may be nervous on what should be discussed with you. They don’t know what they need to talk or share with you. Thus to ease their concerns, it would be better for you to list down the agenda and tell your staff prior to a formal one-on-one meeting. This will help them to get better prepared and make your meetings productive. Say, you may list out that you want to discuss, maybe their goals and progress, anything that bother them to work efficiently and effectively, individual development plans and feedback on recent job tasks. Tip No. 5 - Start with an easy talk at a relaxed atmosphere before talking about job issues. You are their supervisor and you control their future at the Company. During the one-on-one meeting, they may feel cautious and worry that if they speak anything wrongly, will hurt their impression on you. So try to open the conversation by talking some easy topics, such as how they spent the weekends, where they have visited and what interesting things they have recently encountered, so as to make them feel comfortable to speak to you. Do encourage them to share their wins, blockers and anything else that is on their minds. Tip No. 6 - Follow up the feedback provided by your staff promptly. While you provide them constructive feedback around opportunities for improvement and development, listen and learn what is holding your staff back at work, and if they have any ideas for solutions or recommendations for improvement. New hires bring fresh perspectives, and they may give you valuable surprising insights. Make sure you follow up these feedback properly and do tell them the progress. For example, if your new hires tell you there is a bottleneck that impacts their work, perhaps you may revisit that process and streamline it to address the issue. This may be a long existing issue but as time goes by, your current staff may have already got used to it and accept the bottleneck as normal. Thus while you are helping your new hires to quickly adapt to their roles, they can also help you to spot the improvement areas that you may have ignored. Lastly, there is one very, very important point that you should bear in mind. To ensure this feedback process effective, the pre-condition is that you should be trusted and respected by your staff. Otherwise, if they have very negative impression on you or both sides of you fail to establish positive work relationships, no matter how you said, they may not buy your constructive feedback and treat them all as all negative. This will defeat the whole onboarding process. Instead of opening the door for employee engagement and talent retention, they will eventually end up being unhappy, unproductive and leave your Company. This is why TRUST and RELATIONSHIP or what both included under “Connection”, one of the 4 critical successful factors for onboarding is extremely important. Thank you. 13. Use AID Model to Maximize the Motivation Impact: Use AID Model to Maximize the Motivation Impact In the last lecture, I mentioned that while onboarding is the door to employee engagement and talent retention, feedback is the key to onboarding. For feedback, it is very important to make sure that it is based on our objective observation and focused on specific issues, rather than focusing on individuals. This will allow your staff to understand that you are talking about those issues with their best interest in mind. During feedback session, you should always refer to the specifics of a situation that you have witnessed yourself. You should describe who was involved in it, what happened and what were the results. Remember, this is a 2-way communication that you should not only express your opinions, but also listen to your staff and allow them to share their thoughts. In addition, when you appreciate the employees for their good performance, whenever possible, it would be even nice if you could add a piece of constructive feedback into the conversation. This will make your message more sincere and invaluable. If you are going to delivery good performance and appreciation, you can simply say “well done” or “good job”. However, if your feedback is negative, without delivering it effectively, you may hurt their feelings and your relationships, leading to even poorer performance. To prevent this from happening, you may use a feedback model called AID (Action, Impact and Desired Behavior) for giving effective feedback. So now let me talk about what you should know about this model and how it can be used. 1. A – Action – What was done or said? Action refers to what you have seen, observed or heard but not your assumptions nor interpretation on their intentions, personality or character. That means your feedback should focus on what happened, what your employees did or how they behaved. There are 4 points that you should be aware: i. Be clear, precise and as specific as possible, and use examples if you can (try to avoid general comments). If you base your comments on fact, it is less likely that your staff will feel they can challenge you. ii. It is better to take one action at one time, so that your staff can easily digest. If you give feedback about lots of things on how your staff have behaved in a number of different situations, you will dilute your message and also your staff may end up demotivated and feeling being challenged. iii. Use “I” statements rather than “you” statements to make your feedback sound less defensive. For example, if you say, “I feel you may be getting behind of your work progress.”, sounds less blaming than “You are working too slow.” iv. Always ensure that your assertion cannot be denied by your staff. You are just stating your observations but not blaming them. When you select the action, you might ask yourself: • What are you there to discuss? • What did you see? • What evidence/facts are there for this performance level? When you present your action, you can use the below phrases as the opening of a sentence: • What I noticed was… • What I saw was… • When you didn’t say / didn’t do… For example, you may say, “What I noticed was you were late for 7 days in the last 2 weeks.” 2. I – Impact – What do you think the impact was? Impact can be positive or negative on the end result, on the process itself or on others. During feedback session with your staff, no matter what the action is, do explain the impact and what outcomes it has caused. You may think how their behavior or what they have done or said is affecting you, your team, other colleagues, your clients or the business as a whole. When you are presenting the impact, try to stick to the facts whenever possible rather than speculating as that would sound more convincing. For example, you may say, “Because the other person has done such action and behave in such a manner. This was happened. We got this result.” Here are some impact questions you might want to consider before speaking to your staff: • How does this impact on them? • How does this impact on you as their supervisor? • What impact is it having on the team and other Departments? • How is the internal and external customer impacted? • What evidence do you have for this? After thinking through these questions, you may use the below phrases as the opening of the impact part: • The impact was… • It had the effect of… • It caused … • It made me feel Now go back to our example. You may say, “What I noticed was you were late for 7 days in the last 2 weeks. The impact of this was that the others in the team had to handle additional customer service hotline enquires which meant an increase in the customer waiting times.” Alternatively, instead of stating the impact directly by yourself, you may also encourage your staff to work out the impact of what they have done or said on you, others or the Company. You may ask questions such as: • How do you think this has affected me or your team?” • What impact do you think your behavior might have on your clients and on the business?” 3. D – Desired Behavior - What could you do? Remember, the purpose of feedback is to motivate and enhance performance. It is not enough to tell your employees what they did wrong and what impact that action may have had. If you are delivering positive feedback, you may want them to make it even better next time around. Or if you are talking negative feedback, you may suggest how they can change their actions or behavior in the future to avoid the same thing happening again. So you should put the emphasis on what is the desired behavior rather than blaming what is what. Try to think about what needs to change. You may ask yourself the below questions: • What needs to change going forward? • What should be the SMART goal? • When will you meet again to confirm improvement or review results? When you are delivering the desired behavior to your staff, you may use the below phrases as the opening: • I’d encourage you to do / say that more often… • I’d encourage you to continue to say / do that … • What you could do differently is… • What I would have liked … • What I would encourage you to do next time is… • What I suggest you do differently is to… So, here, back to our previous example, you may say: “What I noticed was you were late for 7 days in the last 2 weeks. The impact of this was that others in the team had to handle additional customer service hotline enquires which meant an increase in the customer waiting times. Unless you have a problem that I need to know about, I would expect you to be on time at 9am every day.” Again, with feedback, you always have 2 choices: • Tell your staff what you want them to know. • Ask them to evaluate themselves and consider what has happened and what can be done better. You can use open questions to ask your staff what can be improved or what they could do differently. This will allow you easier to obtain their buy in and their commitment. This may be a more powerful way to help them to make effective changes. In general, the more you ask, the more your staff will be able to self-assess themselves and improve their own performance. AID Feedback model is powerful for delivering feedback. As it is based on objective, specific evidence, it leaves little room for your staff to challenge you. This model can be applied for both onboarding and also all one-on-one meetings and performance review for all your staff. 14. Excite Your Team about Your New Hire: Excite Your Team About Your New Hire Have a new comer isn’t just about you and the new employee. It is about your current team as well. Even if it is a great fit between the new comer and your current team, the dynamic in your team will eventually change. It will shift over time as there is a new addition here. Regardless of big or small, he or she will have impact on others and the team as a whole. When there is a new hire coming on board, as the supervisor, you will communicate with your team and ensure that they also welcome the new comer as well. Very often, without telling you, your team may have various concerns or worries about what is going to happen with this new person. Say, will things change? Will their job responsibilities shift? Will they be replaced by the new person eventually? How is this dynamic going to settled and how things will go on, it is your job to smooth things over. You may work with the HR team together. Now let me talk about how you can manage your current team and get them ready. 1) Tell your team why you are so excited about the new comer and be specific. Share with with them what the new comer will bring to the team and mention his or her background, strengths, talents and special experience. Don’t just be general and say he or she is nice and presentable, thus you believe the new comer is a good fit. Let them know that this new employee will be a great addition to the team. 2) Have an honest discussion about the individuals who will directly affect the new hire getting their job done. Make sure they know what the new hire will be doing, what type of new team member they will receive and the new reporting structure. Emphasize relationships, including direct reports, subordinates, major internal customers, company’s management and others. Lack of clarity can lead to anxiety and frustration for not only the new team member, but for everyone involved. 3) Be open and discuss with your team for their concerns on the new hire. Clarify any misunderstandings or address any of their concerns early on, so that everyone is involved actively with the new comer during the onboarding process, and target to make it to be a memorable one for the new hire. Tell your team that you are open to talk with. Assure them that you want to keep all of them and make all of them engaged, not only the new hire. 4) Encourage your team to allow learning time for the new hire. Share with your team that you expect the new staff will need time to adjust to the new working environment and learn everything about the job. He or she may make mistakes and take longer time to complete the task. Thus be more patient and provide guidance to the new staff whenever possible. 5) Assign specific tasks to your team to help the new hire. Be clear that you expect there is a time of adjustment for everyone, and things will work out and be more effective and efficent in future. Encourage your team to provide support to the new staff and help him or her to adapt to the Company as quickly as possible. Meanwhile, you may assign some specific tasks to team members. For example, if someone is a champion in using the Company’s software and databases, assign him to to teach the new staff. Or assign someone to teach the new staff how to use the basic procedures of the Company, such as how to use the copy machine, how to book a conference room for meetings, how to contact IT helpdesk when necessary and so on. It would be nice if you could assign specific tasks for each team member. This prevents overburdening a single current employee while ensure the new hire has all his or her answers. This also allows everyone has a chance to get to know the new hire individually. Remember, do appreciate your team to teach the new hire and share their knowledge. 6) Arrange opportunities for the new hire to get to know each team member. Help the new hire build his social network in your Company. When onboarding new hires, they need to get up to speed quickly on terminology and important clients, as well as where everyone goes for lunch and the gathering place for work. Perhaps the most important anxiety for new employees is “who am I going to have lunch with?”. Introduce them to their colleagues and explain the working styles of each member to them honestly. You may schedule small sets of team members to go to lunch with the new hire. Don't do this one on one but instead, have small groups of two or three to go for lunch or coffee together with the new hire. Encourage your teammates to invite the new comer to join the lunch, gatherings or activities with co-workers in other teams or other Departments. Managing your team is highly important. As previously said, onboarding is everyone’s responsibility. How long the new hire will stay also depends on the relationship with the team and the support obtained from the team. Fancy programs are great, but helping employees make that personal connection with colleagues is invaluable. Onboarding for performance is important, but onboarding new friends is the key. Thank you. 15. Invite Role-Model Staff to Influence Your New Hire: Invite Role-Model Staff to Influence Your New Hire Getting to know a new company in the first few weeks is difficult for your new employees without help. Also, as their supervisors, they know you control their life at the Company. So they may not approach you as they are afraid their questions or issues will give you the impression of being incompetent. However, if they have serious issues, without speaking up, they may bring troubles and even crisis to you. Sometimes it may be too late when you discovered it. Assigning a buddy or a mentor to work with your new staff would be a nice method to solve this issue. Choose someone who demonstrates the Company’s values to show them how things work or answer any questions they may have. These persons will have a positive influence on them. During the onboarding process, you can adopt the schemes to help the new staff, namely the buddy system and the mentorship. 1) Buddy system - An onboarding buddy is like a new comer’s first friend. He or she is most likely to be a peer or someone in a different department or team. You may select someone who has worked at your Company for over 2 years with outstanding performance or who can act as a role model for others. The buddy can provide necessary insider knowledge, support and guidance to the new staff in their first few months. He or she may share the unspoken office or team expectations, insider jokes and cultural norms for people to be at ease. The buddy can help your new staff adapting to their new roles, social norms and your Company’s culture quickly. The new comer will feel seen, understood and more comfortable in the workplace and develop a sense of belonging to the Company much faster. On the other hand, this gives the buddy an opportunity to lead, develop peers and share their knowledge. This is a good way to train the leadership of your staff. 2) Mentoring - Other than the buddy, an experienced, successful and loyal employee, who is more senior 2) Mentoring Other than the buddy, an experienced, successful and loyal employee, who is more senior their mentor. The mentor not only give advice about practical pieces of the job and Company history, but will have great insight in how to work within the established team or with established practices, and support the new staff in both social and political terms. In short, they can offer both networking and career advice. Compared to buddy, the mentors are usually team or Department leaders. Most of them are usually very busy. When you invite these leaders to be the mentor for your new staff, be sure that the mentors have the capacity to offer support without their duties suffering. Tell them the new staff’s title, team and responsibilities prior to the first day. Be open to tell them clearly what you expect the mentor can supplement you in providing additional guidance to the new staff. In this way, the mentor can better prepare for potential questions and concerns prior to the new staff’s arrival. While the buddy and mentor will help your new staff to get adapted to the Company faster, you and the Human Resources should regularly discuss with the buddies and mentors how the initial period of your new staff have gone and see what additional help should be offered. Remember, onboarding is not a one-person’s job nor many individual’s job adding together. Indeed, it really requires the communication and collaboration of everyone. Lastly, my suggestion is if your Company can afford buddy and mentoring resources, it would be better to provide them and make these schemes available before there is a crisis. Do not wait until the new employees are in serious trouble before taking action. Always address issues as they arise, or hopefully before they arise, otherwise, you may be regret. Thank you. 16. 7 Easy Ways to Help your New Hire Getting Connected: 7 Easy Ways to Help Your New Hires Getting Connected In my previous lecture, I mentioned that “connection” is one of the 4 main critical successful factors for onboarding; whereas in another lecture, I talked about Gallup’s research on the 12 Elements for Employee Engagement. Gallup highlighted people having a best friend at work are 7 times more likely to be engaged at their jobs. In fact, he found that it doesn't have to be a best friend. People who simply had a good friend in the workplace are more likely to be satisfied. Human Beings are naturally social creatures. As the famous model, “Maslow 5 Hierarchy of Needs” indicate that social needs are the 3rd level of needs other than the basic needs of shelter and food. It makes sense that the better our relationships are at work, the happier and more productive we are going to be. The same applies for your new employees during onboarding. To make them success, helping them to build their network and relationships are also highly important. In this lecture, I will talk about 7 easy ways that you can help your new employees to build their relationships at work. 1. Fill in “Get-To-Know-You” Survey - Before onboarding, you may invite your new employees to fill in a “New Staff Get-To-Know-You Survey” with some information about themselves, including their background, interests, hobbies, most admired persons and a favorite list, such as food, snack, restaurants, sport, music, color and pet and so on . You may use the information to find out the common interests of the new hires with the team, so as to get them engaged in the team as quickly as possible and improve future coordination. You can distribute this to your team members. So when the new hires are on board, your teammates can have the opportunities to initiate conversations about common interests during social gatherings and interactions. 2. Join informal gatherings before onboarding You may consider inviting your new employees to the office for lunch, a tea or a casual Friday drink, perhaps in a small group of 4 to 6 people, before they started. Let them get to know their future peers first in a relaxed, comfortable atmosphere. You may initiate casual talks about hobbies, interests, strengths and personalities, so that your new hires can build early relationships with their future colleagues. It would make them more comfortable as they can have some friends even on their first working day. This will make both the team and the new hires more excited. 3. Ask your new staff to make a presentation during group meetings When you start the team or Departmental meetings, you may start with “get to know you” game or quiz on the new employees to lighten the mood. Afterwards, you can invite your new staff to present a self-introduction around 5 to 10 minutes, with the answers of the quiz. This will serve as an ice-breaking purpose. The current employees get to know more about the new staff, and they can find out the common interests for conversation. Meanwhile, if the new comer is taking up a leadership position, presentation can also help them in building up the initial credibility. 4. Prepare Employee Introduction Videos - Employee introduction videos are also a great way to break the ice and help employees both new and old to get to know each other. During pre-onboarding, you may ask new employees create a brief video introducing themselves, sharing some of their professional background and some details of their lives outside the office. Then after the official onboard date, the introduction videos can be uploaded in the Company’s Intranet, say “the New Comer’s Channel”. This serves as a searchable directory of co-workers that the entire company can access. It helps everyone in the company learn a bit about each other beyond our educational and employment histories. Meanwhile, your new hires can also use this directory to understand their colleagues. 5. Give gift certificates or coupons for lunch to your new hires Lunch time is always a good timing for networking and building relationships. While you introduce the team, colleagues and key stakeholders to your new hires, you may try giving them a week’s worth of gift certificates or coupons for lunch, so as to encourage them to take some colleagues to lunch each day. 6. Encourage your new hire to show appreciation Sincere appreciation and compliment are great ways to build relationship and promote staff bonding. During onboarding, not only you and the human resources, your teammates and other peers are also helping your new hires to adapt to the new environment as quickly as possible. Encourage your new hires to show their appreciation to those who help them, by writing a small thank-you card or note. You may also set up an appreciation land in form of a bulletin board or a blog page in the Company’s intranet, where coworkers can express their appreciation to others in public. If you have such kind of set up, you may encourage your new hires to make use of these channels to build early relationships. 7. Coordinate “new members-only” events - Very often, if you invite your new hires to join the corporate activities, where everyone seems to know each other but they know absolutely no one, will make them feel uneasy and may even want to get out there quickly. So instead, you may coordinate with HR and other departments to create events exclusively for your new members. Invite your new hires to join these activities and this will make them feel more comfortable and make friends who are as new as them. These 7 ways are easy to be adopted by every Company to help your new hires getting connected with other colleagues and building their network. Having good relationships at workplace will make them feel welcome, respected and at ease, which will result in higher morale and productivity, as well as better performance. 17. 7 Quick Ways to Engage Your New Hire: 7 Quick Ways to Engage Your New hire Onboarding is the door to employee engagement and talent retention. The earliest your new staff engaged, the quicker they will contribute to your Company. In the last lecture, I talked about how to help your new staff to build early relationships and network at your Company, so as to increase engagement. In this lecture, I will focus on how to help your new staff to quickly understand your Company and build a sense of belongings. Here are 7 ways that you can consider. 1. Send a Welcome Pack - Before the first working day, you may send a welcome pack by mail or by courier to the new employees, so that they can have an initial taste of the Company’s culture and feel excited about working at your Company. The welcome pack can include various items, such as: (1) A booklet briefly introducing your Company’s history, products and services, so that you new hire can get some understanding before onboard; (2) A reference sheet showing what they need to pay attention to on their first working day, such as transportation, dress code, documents to bring, first day program and so on. (3) A calendar of upcoming Company’s activities and events (4) The latest Company’s leaflets or news letters (5) A list of staff benefits, such as discounts and offers (6) Some Company logo materials, such as memo pads, magnets, stickers and so on 2. Plan a welcome event - You may plan a welcoming breakfast, lunch or dinner for your new employees. Try to make it fun and personalized to your new employees’ interests and likes. For example, if your new staff is interested in Japanese food, then invite him or her to have a team lunch at a Japanese restaurant to make them feel relaxed, welcome and important. The information obtained from the “Get-to-Know-You Survey” discussed in the previous lecture can help. 3. Prepare a personalized welcome letter card or small present On the first day of the new comers, consider writing a personal card to them. The card should show welcome to the team and the impact they will have as well as how important their role to your Company. Remember to sign on card with your actual name or signature but not write “from the Finance team”. You are a real human being and so make it warm. Or you may give them a welcome present that is unique to their interests and likes. For instance, if they are big fans of Hello Kitty, you may decorate their seats with some Hello Kitty stickers. Or if they like cakes, you may even buy a welcome cake on their first day. They will feel the Company cares about them. A year from now, I believe they will surely remember this personalized welcome experience. 4. Make your onboarding program fun, interesting and memorable In the first week, you or Human Resources usually explain the Companies’ policies, rules, regulations, procedures, organization structure, code of conduct and forms to the new staff. Before introduction, please make sure that the staff handbook is updated and well-written, since this is the document where the new staff’s impression is formed. An important point is that people remember pictures but not words. So whenever possible, add some more pictures to your briefing documents. For the organizational charts, do add pictures of each person, so that your new hires can match the new names with faces. You may also suggest IT Department making some videos to present these standardized and boring materials in a funny, interesting and engaging way. The video should demonstrate the culture and values of the Company. Show to the new staff that your Company is made of real people where everyone is respected and important. This will make your new joiners more interested in learning the background of the Company. If your company’s culture is fun and energetic, you may work with HR to gamify this “compliance” part, create some games and quizzes, organize it into the form of photo hunt or other games, to make it more interesting for your new employees. 5. Invite top executives to have meals with new hires Many staff, particularly the junior, will be very excited and feel valued by the Company, if they can have breakfast, lunch or dinner with the top executives. These top management are usually a role model to demonstrate the Company’s values and missions, and also are passionate about the Company’s culture. They can share their successful stories at the Company, their vision, mission, the Company’s history, the coming direction and other high level intangibles with the new comers. This is a good way to get the new hire to develop a quick sense of belongings and they will feel that even that top management cares for them. 6. Meet the CEO - CEO, particularly for big companies, may not have time to meet the new employees. Instead, Human Resources may request the CEO to make a short video, to address the Company’s values, missions, strategies and how the Company grows. This will create a positive impact for the new staff. Of course, if possible, it would be even nice if the CEO can arrange a talk for all the new comers, or invite the new comers to attend the Management’s Town Hall meetings. This will give the new employees, especially the juniors, the motivation to work hard and climb up the career leader in the future. 7. Expose to Every Department - If new employees can spend half day in training in every Department of the Company, this would provide them a better understanding of overall company operations and develop stronger personal ties with other employees and departments. They will certainly develop a greater sense of belonging to the Company since they can see how their roles will be linked to the Company as a whole. Therefore, you may suggest HR to coordinate with other Departments to assign a designated person to support onboarding program, such as introducing their own Departments, answering questions and providing necessary assistance to the new employees during department orientation sessions, office tour or whenever necessary. In brief, all these methods aim at facilitating your new employees to understand the Company in a more interesting, impressive and interactive way, so that they can quickly engaged to the Company and developed a sense of belongings. 18. Craft an Impressive Onboarding Journey : Craft An Impressing Onboarding Journey The old saying, “You only get one chance to make a first impression” doesn’t just apply to recruitment and interview, but is also for any companies in any industries. Please bear this in mind particularly when you are crafting your onboarding process. Remember, as mentioned in the earlier lecture, onboarding is also a crucial period that your new hires evaluate their decisions. If there are any expectation gaps, it is very likely that you will lose them and need to re-start the lengthy, time-consuming interview process again. You will then incur huge time, cost and effort. I believe you definitely don’t want this to be happened. By now, you want to provide an effective onboarding experience for your new hires. So you may question, “When should you start this? And should you wait till they are onboard?” And what precisely, do you need to do as the direct supervisor? In fact, onboarding begins at the moment you decide to offer a candidate a job and you need to start engaging them. It begins much earlier than the new hires actually on board. You and Human Resources should work together to prepare the onboarding program before the official start date of the new hire. Then after formulating your plan, you should distribute to relevant parties. Then when they arrive on the 1st day, the onboarding starts at the contract signature and obtaining the staff card, and it continues during the new staff’s first 3 months and beyond. When you design the onboarding program, you may follow the below 4 steps: 1. Outline your onboarding goals 2. Map out key milestones and moments that matter along the onboarding journey 3. Build your programs, onboarding decks, documents and training materials, particularly which part will be handled by you and which part will be handled by HR and other persons 4. Identify how you will measure success at different points along the onboarding journey Like every project, there should be an objective or program goal. So start with the end in mind and then work backwards from Day 90 to the new employee’s first day and also the pre-onboarding period. I bet many of you may say, “making new employees feeling they made the right choice by joining your Company” should be the objective, correct? However, this objective is too vague and it would be better to be a SMART goal, that is, specific, measurable, achievable, realistic and time-bound. To outline the goals, you may consider the following aspects: 1. What aspects do you want to focus? Among the 4 critical successful factors, (that is, compliance, clarification, culture and connection), how are you going to allocate your priorities? Should you want to get the new hires building social network first or mastering the job tasks first? To consider this, you will need to think the key people, process and job scope that your new comers will get involved. 2. Based on what you understand them from recruitment, together with your managerial style, how will you make them successful? Are there any special areas that you need to pay special attention to? 3. Again, based on your understanding on the new employees and your past experience for staff doing this role, honestly, how long do you think the new hires need to learn and take up the job? That will determine the timeline for the onboarding program. It can be from 90 days up till 1 year. After you have worked out the SMART onboarding goals, you can go ahead and work out the program with your human resources team. For the first week or first month, it would be better to review it in details to ensure that nothing is missed, and your new employees have everything they need to succeed. Then for the period after the first month or so, you may not need to be too detail but it should be thought through, all the way through. Also, as your new hires have not yet started the job, you may not really know them, so the plan should be adjusted from time to time as you understand more about them. Having a concrete, written program in place can reduce anxiety and confusion for both the new employees and those tasked with training them. Make sure you don’t overwhelm them in their first week, but also that you give them all the information that they need, including the “small, everyday” details that can sometimes be taken for granted. Do remember to share the information to training teams, technical support services and new peers, as well as leaders at least 2 levels up, to eliminate their confusion. The onboarding program should be customized for each individual new comer with reference to their experience, their role and their responsibilities. This will not only maximum the effectiveness of the onboarding program but will also give them the new employees the impression that the Company values everyone as an individual. This will make them feel respected, competent and important. In return, they will be more engaged. In this course, for simplicity, I will talk about a standardized onboarding program and you can tailor- made each part to suit your new hire. I will divide the onboarding program into 7 phrases, namely: 1) Pre-onboarding ; 2) First week ; 3) 2nd to 4th week 4) Second month 5) Third month 6) Before probation period And finally, after probation period. In the following lectures, I will highlight your tasks and what you need to do to make the new staff get engaged during each period. I will also include a checklist of everything to do in my course. This will keep you on track and help you not to miss any important item. Lastly, as mentioned, my lectures cover the standardized program. You can base on this and tailor-made your customized onboarding program for your new hires. Always make sure that you keep the big picture in mind, your objectives, why and what you need to do, and the 4 critical successful factors as you create your program for your new staff. Also be sure that your program fulfil the 4 levels of employee’s needs under the Gallup 12 questions in the session of 12 Elements for Employee Engagement. Doing all these, you are on the right path to succeed. Good luck. 19. Pre-onboarding: Pre-onboarding As discussed in the last lecture, onboarding begins when you decide to issue the job offer. The pre-onboarding period starts from this moment till the official first working day. During this period, the objective is get the new staff feel, “I am excited to be here” or “I look forward to working at this job.” Under this stage, we can sub-divide into 3 important tasks: the offer letter, the early connection and the preparation. Now let’s start with the offer letter. Remember, you are now welcoming a new person into your Company. The offer letter should include more than describing the position and salary but it should also express your enthusiasm and excitement. A year from now, your new employee might not remember what the letter said, but they will remember if it made them feel good about joining your Company. I bet you know what makes a good letter. The key words are positive, specific, personal and sincere. What makes a letter great? Professionalism and attention to details can’t hurt. So please incorporate these important elements when you prepare your job offer letter. Do mention that you are looking forward to getting to know them better and working with them. Your objective is to make your new employee feeling emotionally connected to your Company. Of course, please make sure once you have verbally advised communicating your job offer, the offer letter should send to them on time. Any delay may lead to unnecessary concerns and bad impression. (2) The Early Connection Many Companies wrongly thought the first impression ends after the acceptance of a job offer, which in fact there is still a long lapse until starting the job. Even your selected hire has signed the contract, it does not mean that he or she will absolutely come on board on the first official working day. So it is essential to engage them as early as possible. Take the opportunity to start building a strong relationship early. This will further strengthen the person's perception of your employee brand, your values and the company as a whole. Or in other words, starting it early reduce the number of early quitters. As the direct supervisor, you should keep communicating with the new hire prior to their arrival and keep them excited. You may send an email or a text, or use whatever communication device necessary to get in contact with them, and just say hi, and welcome. Show them that you are really excited about getting him on board to minimize the chance another company take away your talented new employee. You may tell them what they need to prepare in advance before starting their job, such as reading some reference materials. You may share with them what will happen on the first working day and the first week. Your new employees have no idea about what they are going to be doing. You may also send them a welcome pack to surprise them first. In addition, you may use the methods I talked in earlier lecture to help them building early network and relationship, such as filling the “get-to-know-you survey”, inviting them to office casually to meet future colleagues first, preparing a video for self-introduction and so on. Besides, don’t forget to give your contact method and phone number to the new employees, so that they can contact you whenever necessary. You may give one other person’s contact in case you can't be reached. This is particularly important that they can contact you in case any unexpected things happened on their first day at your Company. (3) The Preparation As their direct supervisor, you should get the necessary facilities and resources ready for the new employees before their start date. This should include the computers, application and software login, database access, the email system, network drives, internal and external websites, telephone and voicemail, key to cabinet and restroom, that the new hire will require. A common mistake is that many companies will only do this on the first on-board date of the new hires. Thus the new hires often have to wait and sit idle for hours until the computer and their accounts were set up. This would be a waste of time and give them a bad impression. Second, regarding the onboarding program, you should discuss and agree with the Human Resources before the new employee on-board. You should map out at least the first week of the new hire in details with the checklist, so as not to miss any important task or item. Besides, an important task is to inform the team and other relevant persons about the new hirers’ names, roles and arrival dates. Let them know you will introduce the new persons and encourage them to be friendly and welcoming to their new colleagues. Make necessary arrangement beforehand, such as welcome card, gifts and orientation lunch, name cards and name tag. Thank you. 20. First Week: First Week At this stage, it starts with the individual basic needs. The objective is to make the new staff feel, “I know what is expected of me” and “the Company cares about me.” Needless to say, the first task is welcoming your new employees upon arrival. During the first week, your primary tasks are to provide necessary equipment and resources for the job, introduce them to team members, tour the office, prepare their induction and training plans and fix the schedule, arrange orientation meetings with other departments, set their expectations and also outline their onboarding plan. In this week, as the Direct Supervisor, one of your most crucial tasks is to set aside time at the end of each day to check in with the new hire. They may have many questions about their work, environment and expectations. Allow them to ask and ensure everything is clear. This is a great opportunity to keep your awareness of their progress, while also helps you give some ownership to the individual about their own onboarding experience. It is important for the new employees to embrace the Company’s culture as soon as possible. Moreover, do also review with them everything they will experience in the coming weeks, so that the new comers know what to expect. Here are some attention points that you should ensure in this week: 1. Make sure you or at least someone, is there to greet your new staff when they arrive, to tour them to the environment, review what to expect in the first day and week, and show them where to find resources and information. Even if you are very busy, at least say hi as they come through. Do your best to meet with them, so that you can make a good first impression. 2. Give them a welcome package that includes the majority of information, in printed form, for your new employees to review during their first week. 3. Provide an overview to your new staff, including the organization chart, operation, structure, strategy, mission, direction and goals as well as how they can fit into the team or department structure. 4. Arrange an orientation lunch and talk about the departmental norms, including dress code, office hours, working hours as well as the Company’s and team’s activities, such as major events, celebration, development date etc. 5. Introduce the new staff to each stakeholder and key people from other Departments who they need to work with and schedule a meeting for them within the first 30 days. 6. Include the new staff in key meetings where they can begin to gain an understanding of the priorities within the department. During the first week, there are plenty of things to do. Everything sounds exciting to your new staff. While you want them to pick up as quickly as possible, do give them some breaks throughout the day, so that they would not get too overwhelming. You may share with them your checklist. Apart from orientating your new employees, depending on their positions, don’t forget to issue new hire announcement to all the concerned people in the Company on their first working day. Your current employees may already know there is a new comer, but you should still make an effort to let them know your new hire has arrived. When you draft this announcements, apply the 4Cs, that is, • Be Cheerful – – share your excitement for the new hires • Be Concise – provide background, such as their names, positions, start dates, roles, responsibilities, contact methods and work experience. • Be Careful – make sure their name and other details are spelt correctly in the announcement • Be Collaborative – encourage colleagues to say hello and welcome the new employee to the team Thank you. 21. 2nd to 4th Week: 2nd to 4th Week Following the 1st week of orientation, your new employees begin to understand the Company and assume a regular workload. This period is critical to forming employee perceptions about the Company and the position. Unlike the first week, they are less overwhelm by the new faces in the Company and they got a basic understanding of how their team work. At this stage, as the direct supervisor, your 2 major key tasks are: 1. To solidify your working relationships and build the trust with the new comers - Strong relationships lead to improved employee engagement, increased productivity and promotion of continuous learning and collaboration. 2. To have regular one-on-one session with your new staff You should continue to allocate time to have one-on-one meeting with your new comers. Although you may not conduct it daily, it would be better to have a regular schedule. Again, please don’t wait for them to come to you but approach them proactively. The regular checks-in promote their self-awareness and motivation as well as encourage them to take initiatives and accountability for their personal development. All these make them engage more deeply with the onboarding experience. If one-on-one meeting is conducted successfully, actually it also helps in establishing a stronger bond between you and the new staff. There are 3 things you should do during this check-in session: 1. Encourage your new staff to ask questions - No matter silly, difficult, repeated or even too many questions, questioning fosters the new comer’s proactive engagement in their learning. This also creates an open, collaborative and 2-way communication environment, which in turn helps them to contribute to the Company much faster. 2. Discuss and provide feedback on their performance, progress and expectations - Try to discuss with your new additions on their performance, learning progress and their expectations. Align their work behavior and quality to your expectations. You may share your personal experience with them to help their integration into your Company’s culture. Meanwhile, find out if there are any expectation gaps between the Company and the new comer, and address to these gaps appropriately. Otherwise, if these gaps continue to widen, it may eventually lead to the resignation of your new comer. 3. Seek for feedback on the onboarding experience - Listen to the new staff for their feelings in the first 30 days at the Company from their perspectives and clarify when necessary. Find out what is going well and what is difficult for them. Try to address their issues and concerns as soon as possible. If a mentor or a buddy is assigned to the new staff, do ask them the level of support received from the mentor and the buddy. Lastly, don’t forget to appreciate those peers who take initiatives and encourage them to keep these positive actions to your new staff. In this lecture, I have included a list of questions that you may discuss with your new comer. Remember to use these answers to close the expectation gaps and the onboarding experience they wish they would have. 22. Second Month: 2nd Month At this stage, your new staff have already got familiarized with your Company and their roles. The primary objective of this phrase is to engage them. They should feel “I have formed good relationships.”, “I feel I belong to here.”, and “I am engaged and performing”. That means they should obtain the team’s support and their feedback. Meanwhile, they should feel confident in performing their roles. To achieve these, you may want them to experience some early personal wins, so that they feel like they are really contributed something to the team and understand that they are expected to deliver in their role. Therefore, during this period, your main task is setting initial performance and development plan for the next 6 months with the new staff. This serves for 4 objectives: 1. To help the new staff build momentum and pave their way to celebrate their early wins 2. To set their tone, expectation and vision 3. To ensure their progress and development align with the expectations on them 4. To gain their commitment to boost their productivity When you are setting the performance and development plan, please make sure the followings: 1. These goals are specific, measurable, achievable, realistic and time-based (SMART goals) or you may use the OKR (Objectives and Key Results) made popular by Google. Apart from task assignments, the goals can be learning new skills and software applications for performing their daily task. 2. Make your expectations clear by writing them down and define the performance standards. Tell them how important these goals and outcomes are. Employees who clearly understand what is required of them and recognize the value of their tasks generally are more motivated and perform better. 3. Continue to check the progress regularly with giving and receiving feedback of priority. Feedback helps you gain multiple perspectives into situations and see the bigger picture. It provides benefit to all parties involved in onboarding: (i) Most employees want feedback on their work performance. Constructive, specific feedback helps people see more possibilities and areas for improvement, offers a new way of thinking and helps employees dig deeper. It encourages the employees to learn, improve and develop. (ii) Getting feedback from employees helps you and human resources to improve the onboarding experience when the feedback inspires a change. (iii) When the suggestions from employees are implemented, it will bring positive impact to the Company. 4. Recognize the achievement of new employees and celebrate their early wins. This helps to build employee motivation, increase engagement and set a rhythm for momentum and performance. All these points are very important for effective onboarding. Doing all these well, you will retain the talents and motivate them. Doing them poorly, you may run a high chance to lose them. So what outcome you want to achieve, heavily relies on you as the direct supervisor and your human resources partner. Thank you. 23. Third Month: Third month This period is critical for the success and engagement of the new employees. It is the time where the Company and the new staff will determine if it is working out. At this stage, the objectives are: (1) to provide guidance and feedback to ensure continued success and; (2) to make plans for their future. Therefore, you will need to conduct 3 main tasks before the end of the 90 days: (1) Review performance and goals and share feedback constructively with the new staff - this will help the new staff reflect on where they did well and where they can improve, while you will also obtain valuable insights from them on the onboarding process. To ensure the review is done effectively, you need to ensure the followings: a) Choose a relaxed environment, so that your new staff feel comfortable to speak to you. It would be better to discuss with them at a coffee shop rather than at your Manager’s room. b) Be open to discuss their experiences, concerns or issues during the on-boarding period, and seek for their feedback on how the job role match with their expectations. c) Review their progress towards the initial goals. Provide constructive comments on their performance to date and obtain their feedback. Adjust the original set goals and development plans if necessary. d) Obtain the feedback from the new staff about their onboarding experience and their suggested changes. Share this information with human resources. (2) Remove their roadblocks and help them focus on the job - Roadblocks refer to the team or Company-based issues, such as internal team challenges, policies, procedures or management practices, that cause conflict or insufficient resource, or mental health issues, including stress, anxiety or depression. These create demotivation and frustration among employees, resulting in negative impact on performance. As the Supervisor, addressing and finding solutions for these roadblocks, can help your new staff focus on the job to be done, and away from distractions. (3) Discuss their individual development plan - Discuss with your new staff about the career planning at your company and how it applies to them. Then work out an individual development plan for the rest of the year. Agree the new skills and knowledge they should acquire in the short term. When the new staff feel their supervisors and your Companies care about their growth and development, they become more motivated, loyal and engaged. You can support their development by continuing providing the mentorship, offer job-specific training or learning opportunities, access to online learning platforms and on the job coaching. By doing this, you also build the culture of learning and the growth mindset in your team and the Company. 24. Before the End of Probation: Before the end of Probation For every new staff, usually there should be a probation period, usually lasts for three months to six months. The probation period allows an employer to terminate a staff who is under-performing or is otherwise deemed not suitable for a particular position. It is also the period where the staff will decide if this is the right company or job for them. During the probation period, you or other Managers should regularly monitor the performance of the new employees by: (1) Evaluate closely their progress and skills; (2) Determine appropriate assignments; (3) Monitor other aspects of the employee, such as integrity, honestly, reliability and interaction with the colleagues and customers (4) Evaluate if they can properly fit into or adapt to the Company’s culture or not. As the direct supervisor, it is important for you to ask yourself honestly: • Do they demonstrate the skills to do the job? • Do they demonstrate to your Company’s standards? • How do they go along with the team and other Departments? • How do they treat your customers? • How well are they adapting to your Company’s culture? • Do they have the potential to have a lasting career at your company? When necessary, you may invite team members to provide their feedback and observations. If you believe that the new employee will be not be able to do the job or is a poor fit, you may need to make the tough decision before the end of the probation period. This will reduce potential additional cost to your Company and possibly help the new staff avoid working in an unhappy environment. If they have potential to do better, you may give them a further chance to extend their probation period. However, based on my experience, in many situations, the new employees are not very likely showing significant improvement even under the extension of probation period. Meanwhile, the longer they stay, you may find it even more difficult to make the tough decision as you may have already established a stronger relationship with them. Thus I would suggest you to be decisive in this case. On the other hand, when the probation period is over and there are no serious issues with your new employees, then it is a time to celebrate. You should communicate the successful completion of the probation period. Celebrate their success and recognize their accomplishment. This can be very relieving for your new staff as the probation period can be stressful with the fear of the unknown, particularly when the economic situation is gloomy. 25. After Probation Period: After Probation Period Congratulations! Your new staff are now ready for the days ahead. However, please be aware that after finishing the probation period, their initial excitement about being part of a new Company may have gone already. As the direct supervisor, you need to continue to make them connected and committed, and ensure that their opinions matters, and their contributions are appreciated and recognized. Or in other words, you should work towards the Gallup 12 questions as discussed in the earlier lecture of my course. Ongoing 2-way communication and feedback, coaching as well as regular evaluations should continue for all employees. Same as their initial period, you should continue to monitor their performance and alert them for any deviation from your expectation. You should recognize and appreciate for their contribution and address areas for their growth from time to time. Do not wait till the annual performance to do all these. Along with your performance evaluation, you may wish to encourage your employees to complete an Employee Self Review. This review provides them an opportunity to consider their: • Success on achieving Performance and Development Goals • Ability to meet expectations and how they can continue to be fully productive • Work responsibilities which they are most excited about • Areas that they want to develop • Support and resources that they need at work • Suggestions for daily operations Based on this evaluation form, you can identify the gaps between you and the staff. Focus and address these issues. This is important for the ongoing development of the staff and also the relationships of you and them. Apart from the self-evaluation, you may consider 360-degree feedback. It helps new employees understand how others view them. Feedback from all sides can help resolve any disagreements early on. In addition, while in the first 90 days, performance and development plans have been agreed your new staff with focus on learning the Company and the necessary skills, you may now discuss with them to revise the targets focusing on how they contribute to the Company using these new skills. Remember, the end of probation period does not mean the end of monitoring and developing the new employee but instead, it is the beginning of a new era. In fact, research show that on average, it takes a new employee eight months to become fully proficient and productive at work. Thus don’t let your new employee go 5 months without the support they need. The most successful onboarding program may last for 1 year. Lastly, if the new staff has stayed in the Company for one year, gather your team together and celebrate. Thank everyone for helping bring in the new employee, and thank the new employee for staying in your team. Thank you. 26. 8 Powerful Questions to Ask Your New Hire after 90 days: 8 Powerful Questions to Ask Your New Hire after 90 days In the last lecture, I talked about inviting the new staff to conduct the self-performance review and 360 degree review. I also emphasized the importance of continuing coaching and feedback. Indeed, you can also ask them 8 powerful questions to promote their self-awareness while you learn additional insights from them. These questions are: Question one. 1. Tell me about your best day and your worst day over the last 3 months. This question allows you to identify the new staff’s true passion for the job and how they deal with change and adversity. You can also know what motivated them and frustrated them. 2. What surprised you during the first few months on the job and how did you react? This question allows you to learn the gap between the new employee’s expectation and the actual situation. If that surprise has already been communicated with them, or they could have figured out it before starting work, then identify the reasons behind and this may indicate their area for development. In addition, listen to how they described their actions to the surprise and you will learn much more about their stress handling, adversity quotient, decision making and emotional intelligence. 3. Is this role what you thought it would be? When you do hiring, some candidates may tell you they quit the job because it was different from what they were being told during interviews or the job description of the post they applied. No matter how honest we are, I believe not all actual situation and challenges have been fully communicated with the new staff. Thus be prepared to hear “no” or “somehow different”. Listen with an open-mindset for where the deviations come from and how the new staff feel regarding these deviations. You will then need to follow up, guide them or close the deviation in the coming months, otherwise, even if they have passed the probation, they may not stay long at your Company. 4. What do you like most at this Company and why? Listen to what your new employees tell you and see whether it is related to people, culture, work, tasks, environment or whatever. You will find out how to keep motivating and exciting them in future. If they talk about the work environment but not people nor job, then please be alert they may be facing some hidden issues, difficulties or unhappiness. Make sure you follow up these hidden items properly, otherwise, if these items go more seriously, you may not be able to retain your new staff. Question five. 5. What would you do differently if you were me? This question empowers them to speak up their ideas and suggestions. You may get great insights which you have never thought before. 6. On a scale of 1-10, what rating would you give yourself and why? Now you are not doing hiring and so don’t expect your new staff would tell you 8 or 9. This rating is a helpful indicator to show how your new employees see themselves fitting into the new work environment and culture. Encourage them to share with you their honest self-evaluation and show them you are willing to provide support. Tell them sharing their honest comments doesn’t reflect they are incompetent but instead showing their sincerity, passion and honesty. Their answers can be used in the subsequent discussion related to the individual development plans for the next review term. 7. Have you made a friend at work and who is your best friend? Back to Gallup 12 questions, having a best friend at work is one of the best indicators of employee engagement. Gallup research shows that people with at least one close friend at work tend to be more focused, satisfied and passionate about their job and stay longer. Relationships are the key for successful onboarding. So ask your new comers and see if you need to provide assistance to them. Question eight. 8. How can I help you succeed? This question provides an opportunity for your new comers to share any problems they are facing, from project issues to dealing with tough personalities in the Company. This also shows that you are supporting them and are willing to develop them. It also helps in building the mutual trust between you and your new staff. 27. Gamify Your Onboarding to Make it Fun: Gamify Your Onboarding to Make It Fun Many businesses rely on short presentations and videos to provide important information about the job and the team to new hires. But this type of onboarding can make a new employee feel like they just need to sit there and receive information. In addition, with so many tasks to complete in the first few weeks, even the most motivated new hires can struggle to retain important details about their company, role, and the team. Most new hires will say that they enjoyed the induction program. However, when you quizzed on what they actually took away from it, they will often struggle to give you more than the year the Company was set up, or perhaps the Company’s values. Thus obviously to make the onboarding process effective, we should keep the experience as enjoyable as possible. To solve this issue, in recent years, employee gamification becomes a trend, especially as technology advances and more tools become readily available to help employers introduce gamification in the workplace. Employee gamification is a strategy that uses game-based elements such as competition, scores, and rewards to boost morale and motivate employees to complete tasks. So here, we can also apply gamification on onboarding. The meaning is actually straightforward. So here, we can also apply gamification on onboarding. The meaning is actually straightforward. to make things interesting and fun. Science has shown that when information is delivered in a gamification mode, it is easier for human minds to absorb and retain information. Think about it, which way will your new staff more likely to remember, a boring PowerPoint presentation or an interactive onboarding game? The answer is very obvious, and so gamification can help to increase the rate at which new hires retain information, leading to higher engagement, better performance and higher retention rates. By finding ways to gamify onboarding, you can encourage new hires to actively participate in training activities. There are tons of approaches you can take to gamify the onboarding experience for new hires. For example, you may conduct a team game including a serious of tasks and questions designed to expose your new hires to all areas of the Company. For instance, if you are working in a big company and you want to help your new staff to get to know your colleagues and learning what to do, you may organize a photo hunt. Your new hires are then more engaged to search for people in specific Departments. Please keep in mind that gamification can also be deployed without technology, but still requires some creativity. For example, a game when training employees on internal control awareness, could include them going around the office building conducting a series of interviews with current employees. Then at the end around the office building conducting a series of interviews with current employees. Then at the end In addition, you may adopt the popular gamification features in your onboarding program. The top 5 features as: 1. Points: Learners earn points for completing tasks, achieving a certain result, or logging on to the learning platform. 2. Leaderboards: Learners can compete to earn the most points and rank highest out of their peers. Leaderboards can be an exciting and dynamic addition to the learning experience. 3. Leveling up: This refers to acquiring a certain number of points or achieving a certain number of tasks before moving up a level. Learners can move from the beginner’s level to different levels. Such levels motivate the staff to keep learning and keep pushing forward. 4. Achievement Badges: Reward completion, good results, and good behavior with virtual badges that learners can accumulate on their profile. 5. Rewards: Beyond badges and points, real-life rewards like vouchers and discounts can further enhance the participation incentive. Actually research shows that human beings derive motivation from rewards regardless of its forms. So you can also give them certificates as well. To incorporate these features into the onboarding program, you might consider awarding points or badges for the completion of certain onboarding activities or implement challenges in which the lowest time to completion wins. These simple games can engage and motivate your new hires and helping them adapt to the company culture. For instance, you use apply on the introduction of “compliance part” of the Company to the new employees. Traditionally, one of the most boring part during the onboarding is to learn the “compliance part” of the Company, such as policies, rules, regulations and procedures. You may set awarding points, badges and certificates for completing assessments or reading the required policies and rules. Or you may set some quizzes and ask your new hires to find out certain Company’s policies, rules and practices by themselves. If they find out correctly, they can be rewarded with small presents with Company’s logos or some gift vouchers. By building on all these gamified approaches, companies can continue the onboarding process in the same way that players want to progress to a new level in a game. The new employee starts off learning how to perform simple tasks, as they become more proficient, the tasks become more difficult. This creates the opportunity to grant the employee access to more rewards, points, and higher leaderboard levels, which continue to keep the new employee engaged. In conclusion, by finding ways to gamify your onboarding process, you can inspire new hires to learn about everything from the company, their department to their colleagues and systems much easier with less stress. Offering fun, incentives to reward employees for completing tasks will help you engage new hires, increase employee retention, and improve the effectiveness of your onboarding program. 28. The Reality About Handover Arrangement: The Reality about Handover Arrangement Absolutely you want your new hires to be productive as quickly as possible but remember, don’t rush the onboarding process and don’t overwhelm them. Some companies would arrange the predecessor to handover all the work tasks and responsibilities to the new hires within 1 or 2 day. Having a handover session is very nice but do remember, in the first few days, your new hire do know very little about your Company and the job role. Other than you and your teammates, they may hardly remember any other colleagues! Once I joined a very big company, thanks for my boss’s arrangement. I had 2 days overlapping with my predecessor. While my predecessor was very busy with her off-boarding arrangement and saying bye-bye to everyone, I had to bother her to handover all her tasks and follow up to me within these 2 days. Although my predecessor gave me a long handover list and she has tried to go through every item, at the end of the 2 days, all I remember was just a number of unknown abbreviations and database names! Because that was a very large company, my boss also introduced me to nearly 60 to 80 Managers or above one by one within that 2 days. Honestly, after 2 days, I only remembered my boss and my 12 teammates. Shortly after this 2-day handover, my boss expected me to pick up all the duties. At that time, my longing excitement eventually all turned into worries. I was overwhelmed and suffered from information overload. Arranging a handover period is nice but don’t expect your new hire will understand everything shortly after this briefly. Getting to a new environment and a new job is not easy. Your new hires are probably nervous. Giving them such a challenge of handover everything under the completely new environment within a few days will not boost their productivity but make them stressful and demotivated. Always remember new hires takes time and so you need to invest your time, too. You may be eager for them to jump in and start tackling their responsibilities. Or sometimes you and the new employees both want to hit the ground running from day one. But keep in mind that it takes time to get accustomed to a new workplace and gain a full understanding of their responsibilities. Make sure spread out the onboarding and allow enough time for the new hires to learn the key aspects of their their position, their colleagues and also the Company. Don’t rush it! And don’t treat onboarding as a one-day event. New hires will need time to understand the company culture, norms, practice and learn all sorts of essential things in your Company. Give new hires at least 3 months to take up, meet everyone, and learn how to make a positive impact in the workplace. When you are arranging handover within one day or two, actually you are pushing all the things to the new hire at one time. Instead of only between the new hire and the predecessor, it would be better to arrange at least one more colleague to sit in the handover session or you to take part in it as well. Even though the assigned colleagues may be more junior than the new hire, at least he or she has worked at the company and will be at an advantage to understand better. When the handover period is gone, the colleague involved in the handover process can support your new hire, and perhaps the workload temporarily. For your new hires, you should certainly teach them the details and expectations for their new position. It is much better than allowing them to figure out by themselves. But you should also make sure that the learnings are small and divided across a longer time period, enabling them to pick up things as they go. One good way to think about this is to push certain and more complex things later on in the process or together with information that isn’t essential for them in the beginning. Show them your processes and procedures gradually. Explain the reasons behind your processes and tactics. Really let each new introduction sink. This is an effective way to eliminate confusion at the beginning. Set milestones for learning each new process and create a system where they can check it off. During the onboarding process, we should monitor their progress. In particular, we need to take extra care with their first few assignments. While we want to enable them to enjoy some early wins, giving them too challenging assignments may not help but may hurt their self-confidence, so you should be aware of the right balance between stretching and support. There is no special calculation formula that can fit all. Boost your new hire or sink him, all depends on you. Thank you. 29. 8 Dos for Effective Onboarding: The 8 Dos for Effective On-Boarding For onboarding, depending on situation, there are many small areas that you should be aware of. Right here, I would like to highlight 8 Dos that you can be applied for all positions. 1. Make sure you align well with your new hires, so that they will gain management and colleagues’ support. This includes alignments in: • their behaviors to what you expected of them • the expectations on what you required from them • the level of commitment is required from them in their roles • when they should communicate with you regarding their work progress • what success mean in their roles • the goals and development plan at your Company • their responsibilities for their career development Remember, even the most detailed job description don’t fully represent what the position does, so be sure to clarify each of your expectation point by point and they are comfortable with all these expectations. Ambiguity and lack of communication will cause confusion and make your relationships tense, which will lead to ongoing problems with your new hires. 2. Treat your new employees like customers. As the supervisor, you know every clearly what you want and how you want your employee to be. You will likely fall into the trap of ignoring the perspective from your new hires. They may feel they need to comply, follow and obey you all the times and eventually they feel demotivated. To prevent this happen, though your new hire will serve you as their boss, you should also treat them equally as customers. Have a customer mindset throughout the onboarding, as if your employee is really a customer. Key things that customers look for are transparency, expectations of what they are receiving, lifetime value and customer support. The same applies for the new hires. When you develop on onboarding program, keep these things in mind. Customers do not show up for a long orientation but they show up to invest in the Company. While you invest in them, your new hires also invest in you. 3. Spell out important points about Company’s intangibles positively, such as departmental goals, culture and dynamics. Be sure to cover big picture topics including your Company’s mission, overall strategy, plans, and especially how your department and your new hire’s role support the Company’s mission. When you talk about the Company’s culture, make sure you are positive and supportive of the department, your internal customers and the Company. For example, your new staff in the Marketing Department should know the Company’s strategy goal, image and market positioning from the top down, so that they know how their work will directly impact this goal. 4. Be honest about potential pitfalls and past mistakes. We all need to learn from them. Inform new hires of these and make sure they don’t make the same common past mistakes in your team. Share your experience with them and don’t wait until they commit the same mistake. Help them know what influences employee success in their roles. Talk with your new hires about possible obstacles to succeed and the strategies to overcome them. 5. Use “show approach” rather than pure talking. When you teach your new hire, demonstrate to them how to do it, rather than purely just talking. People learn better when they see the actual situation. They may not be able to imagine the situation if you only talk. They cannot see the actual case and understand what problems they will face. Demonstration gives them a lasting memory than pure talking. 6. 6. Apply empathy when you are providing feedback and coaching to your staff, to show them that you understand their feelings, what they have said and what is not said. Show your sincere appreciation to them when they have performed well. Remember that some responsibilities may be new to your new hires. So be sure you give them time to learn when you talked about their under-performance in these areas. Remember you should always have the mindset to help them succeed but is not someone who is looking for their mistakes and errors. 7. Encourage your new staff to ask questions. Many new staff may hesitate to raise out their issues, concerns or questions, as they worry these may affect their impression on others or reflect their weaknesses. Assure them that questioning is an effective way to demonstrate their passion and willingness to learn at work and their understanding on their job roles. To solve this problem, make sure you hold regular one-on-one meetings with your new hires and encourage them to speak to their mentors, buddies or peers. 8. Adopt an open-door policy and makes it well-known to all employees that you are willing to spend time addressing their concerns and welcoming their suggestions. Don’t close yourself in your office. Make sure that all employees feel comfortable to come to you with their concerns, new ideas or even complaints. Remember, face-to-face interactions are far better than any other electronic communication. It also shows you care about your staff’s suggestions and ideas. You value their opinions. Doing this, you are building a stronger relationship with your team. When your new team members see this is the norm in your team, they are likely to follow it. 30. 5 Assumptions You Shouldn't Have: The 5 Assumptions You Shouldn’t Have While there are many areas that you should avoid or pay attention to, I would like to highlight 5 common assumptions that people usually have but may not be aware. These assumptions hinder the effectiveness of onboarding and you should not have in mind. 1. Don’t assume your new hire will know exactly what they have been hired to do after your briefing. Very often, the person doing the onboarding has a checklist of things they need to cover, but they forget to check with the new staff if they “get” what they just learned. If they don’t, the new hires aren’t likely to be comfortable asking. Remember people ask questions because they can digest the information. If they fail to do so, they even don’t know what kinds of questions to ask. So make it a safe environment for them to admit if they haven’t fully understood something. This will give you the opportunity to explain it in a different way. Keep checking in with them throughout the onboarding process. 2. Don’t assume everyone is the same. Everyone has different personalities and learning curves, and onboarding program should reflect that. Even for the same position, the program works for an individual but may not work for another one. Treat each new hire as an individual and allow for individual differences. Maybe they will surprise you about what they want to bring to the team. Remember, onboarding is about developing human relationship. Creating an onboarding process and customizing it can certainly take time. But you don't have to get it all perfect before you have a new hire coming in. You can build as you go, just make sure that you keep notes so that you know what worked and what didn't, and you can change things if you need it to for the second time. 3. Don’t have the impression that the new hires are not the best person if they are not your first choice for the job. We all want our first choice to accept the job offer but in reality, some of them may decline and we offer issue to the second place or the third place person. No matter how, always start with the assumption that they are the best fit for the job and you have made a right choice. Don’t pass the message to the new hire that they were not the best person but just the substitute under limited choices. Otherwise, you will unintentionally look for evidence to support your belief that they are not suitable for the job. Your subconscious mind will keep finding evidence to support you are right. Eventually your new hire will be demotivated and unengaged, and may leave the Company. So finally you are right but you need to restart the recruitment process again. Instead, remember everyone is special and start with the assumption that the new hire is a great fit for your team. Give yourself the goal to learn about the new hire as an individual. They are bringing something unique to your team and find out what that is. Get to know who they are. Build the bond and relationship with them. As their supervisor, you are one of the key factors for engagement and retention of your staff. 4. Don’t assume anything or take any knowledge for granted. Many industries or even companies particularly have their own language. The same abbreviations may mean different things in different companies. Although these deem to be routine and ordinary to you and your team, it may be foreign to your new members. So don’t just expect your new hires to know them all. You may create a list of glossary for the common abbreviations and buzzwords in your Company. 5. Don’t assume only sales person or customer service need to know products and services. Some companies think that as the new hires are not working in these 2 roles, maybe just back-office supporting roles such as accounting, IT and administration, so they don’t need to learn the Company’s products and services. In fact, every staff should understand the Company’s services and products, even may not be detail but at least should know the basic bread and butter, and what made the Company successful. Without this, they cannot understand how their roles and duties are linked to the businesses, and what precautions or actions they need to take in view of the changing environment. In other words, your new employees cannot be expected to be contributing members at full capacity unless they fully understand the products or services your Company provides. In addition, no matter what roles they are, all your staff are actually representing your Company and playing an implicit sales role. They talk about your company to their friends and relatives. You never know if any of your staff brings in new clients or businesses for you. 31. How to Evaluate your Onboarding: How to evaluate your onboarding Onboarding is a constantly changing process. We cannot use the one-and-for-all model to fit all the new hires. We need to ensure that it lives up to the expectations and is effective. The only way to do is by regularly measuring it and obtaining feedback from those involved. Among those involved, no need to say, you and Human Resources should ask for the feedback from the new employees if this strengthens their onboarding experience. To have an effective and objective measurement, different check points should be set up during the onboarding journey. For example, in the beginning, you and Human Resources should first evaluate if their basic needs have been fulfilled, i.e. if they got the materials and equipment to perform the job and they understood what is expected i.e. if they got the materials and equipment to perform the job and they understood what is expected direct supervisor and also from your team. By dividing this into smaller but more frequent measurements based on the Gallup 12 questions that we discussed earlier in the previous lectures, you and Human resources can pinpoint which particular areas on onboarding that could be improved. In addition, you and / or human resources may invite those new staff who have just gone through the onboarding process, to complete a survey or answer questions about their experience. The questions may include the followings: 1) How satisfied were you with the onboarding program in general? 2) How satisfied were you in joining the Company? 3) What could have gone better in the weeks leading up to your new job? 4) How consistent is the job description and interview process with what you are currently doing? 5) How clearly is your job performance measurement explained to you? 6) • How likely will you refer people in your network for career opportunities in the Company? 7) What suggestions do you have to improve the onboarding process? Remember, the key is these questions should not be set at as Yes/No question but instead, you may either use open questions to ask for detail information or use a scale to evaluate the level of effectiveness, so as to make it measurable. This gives you more data to work with and provides you with more information to learn and improve for the next batch of new hires. Whenever possible, always try to measure the quantitative and qualitative impacts of your new hire’s onboarding program in terms of retention, morale, productivity, their contribution and business impact as well as their cultural fit. Not only the new hire, you may also survey other people who were involved in onboarding process. This will enable you to evaluate the program from different perspectives. Please bear in mind that there is no way to prepare a complete list of survey questions. As long as it helps you to evaluate the onboarding process and is suitable for your situation, it will work. Lastly, onboarding experience is a constant work in progress and should be revisited regularly, especially since things change quickly nowadays. It should be a unique, memorable and enjoyable journey for every new employee, so that whoever go through this experience, they can proud to say they made a right choice of joining your Company. Thank you. 32. Executive Onboarding: Executive onboarding We want every new staff to take up the new positions as quickly as possible, this is particularly true for executives and managers. These leadership positions are highly visible and they influence the business more clearly. Certainly, these leaders usually have their own ideas what they want to do and see. After all, they come in with a wealth of experience from their previous positions. But you cannot assume that they will simply be able to get themselves up and running in your organization. And you shouldn't just allow them to do it all themselves. At least they need to know who to talk with to get things done. So they also need an onboarding program but theirs should be much more customized. Remember the cost of a single failed executive level manager can be very huge and we never want to incur it. In general, the higher level the individual in the Company, the more tailored and flexible onboarding program will need to be. Compared with traditional onboarding, executive onboarding differs in several ways: 1) Executives have more stakeholders with whom to interact. 2) They are normally brought in to help with specific strategic initiatives that may require changing the status quo rather than fitting into it. 3) They often are expected to tackle unique and challenging situations that require unique solutions During the pre-onboarding planning stage, you should put priorities in the below tasks: 1. Identify the executives’ leadership and their key stakeholders to make them success 2. Outline the the performance management process including their KPIs and goals 3. Develop the plan that will facilitate the relationship building between them and their subordinates 4. Arrange pre-meetings before actual start date and be sure expectations have been clearly communicated 5. Communicate with their key stakeholders about their onboard and their roles During onboarding, please make sure you have performed the followings: 1. Explain clearly their KPIs and how their performance are measured 2. Schedule one-on-one meetings with the key person of the Company, say each Department Heads 3. Ensure regular one-on-one meetings with feedback are held during onboarding period 4. Make sure they know what is important for their job and the expected timeline 5. Assign a mentor to provide them job advice and insight on how to work with the established teams, practices and culture. In addition, as the leaders have significant impact on the Company’s business and its daily operation, their early wins are critical. Here are 3 tips that you need to pay attention for guidance and advice: 1. Communication – Remember everything communicates and first impression matters. Everything you say and do and don’t say and don’t do communicates. While we care for the first impression of these leaders on the Company, we should pay equal attention of the first impression of the existing staff on these leaders as this is the time when the new leaders establish their image at the Company. A bad impression in the initial period is difficult to be reverted. You have to help the new leaders to put in extra much more effort to change it. 2. Trust building – Leaders cannot succeed by themselves and they must require the team’s effort. It is highly important that they should identify and over-invest in one or more projects as early wins during the first 6 months. When the result is delivered, appreciate and celebrate it in public. This will build the leaders’ authority and the team confidence in them. 3. Positioning – for leaders, we pay high compensation and remuneration to them, so it is normal that people have high expectations on them. Their continual success also highly depend on how they position themselves, sustain the momentum and keep delivering the results. They may need to adjust as appropriate due to changes in circumstances. In short, as these executives have great impact on the Company, and you have already invested large amount of time, effort and cost in attracting, recruiting and compensating them, so never ignore this extended step, onboarding. Their success is vital for both themselves and the Company as a whole. Thank you. 33. Group Onboarding: Group Onboarding Imagine there are multiple new employees on onboard at the same time, you are responsible for training each of them and helping them to perform as quickly as possible. You need to give them a full explanation of their job responsibilities as well as to introduce the Company’s intangibles to them, including mission, values, history, expectation, culture and norms. You want each of them to receive the same information and have the same opportunity to ask questions and get hands-on experience. But unfortunately, you still need to handle your normal duties. So what should you do? This is not uncommon in workplace. Sometimes we hire multiple persons for the similar positions at the same time, say Customer Service, Junior Auditors, salesmen, recruiters and so on. You know if you provide them personalized individual onboarding, getting overwhelmed would not be the new employee but you! If you do the onboarding session one by one, perhaps you may have to shift from your current role to a full time onboarding trainer! Lucky for you, you know the solution lies in group onboarding session. So what is this? Group onboarding means you present the same materials to a group of employees in the same way at the same time. You run a single session rather than multiple ones for each employee individually. This allows you to streamline your onboarding process and ensure that each employee starts off on equal footing. If you are onboarding multiple employees, particularly for similar positions at the same time, using a group format for certain activities can save your time and engage your new hires. They not only learn more about the job and the Company, but also have the opportunities to interact with other new employees who may become their new friends. This helps in encouraging the building of early relationships. Even if the new employees are from very different role sand positions, you may gather all of them together to go through some everyone-must-have activities, such as: (1) Office and facilities tour (2) Introduction to Company’s mission, vision, values, history and direction (3) Explanation of staff benefits and company’s rules and regulations (4) Introduction to Company’s common software, applications and other internal tools, such as expense claims system, leave application system and delegation system (5) Top Management meet-and-greet activities Ideally, the new employees in the same onboarding group should start on the same day, and follow a similar schedule as they complete core and role-specific onboarding activities together. For instance, they might gather together to attend these group boarding sessions in the morning, and then meeting with their own supervisors for individual coaching and orientation. One point to note is that, make sure if you have a Plan B in place for those new employees who are absent at the group session. No matter what are their reasons behind, they still need to learn the material but you should not allow them to skip these materials. You may record the group session and having the absent employee watch the video later. Or you may provide them a one-on-one session later that covers the same material. Be sure the employee is presented with all of the same information within a given deadline, so that he or she will be on the same page as other groupmates but not fall behind. Other than these common topics, make sure that you still spend sufficient time to conduct feedback sessions, go through the important items and follow the checklists at each stage of the onboarding. If you are too busy to spend sufficient time with each one every day, even if you just spend a little time with each one in the first month and hopefully beyond, particularly the first week, can make great differences. Remember if you can get them and engage them, you won't have to do this again with the next batch of new hires. Start with the assumption that these new comers have a lot to offer. They are able to learn and will be successful. Conducting the onboarding session properly, your effort and time will be rewarded in the long run. Thank you. 34. 5 Types of Persons You Often Ignore for Onboarding: 5 Types of People You Often Forget about Onboarding Them Throughout my whole course, I have talked about the importance of having an effective onboarding program. Yet today most onboarding programs focus only on brand new external hires, overlooking 5 important group of staff. 1. Internal or transitional hires - This refers to 2 types of people, the newly promoted staff and the internal transfer staff. Don’t assume they know the basic just because they come from the same company or the same group. Although they understand the job better than an external hire, it doesn’t mean they don’t need introduction or onboarding to the new role. Norm, practice and culture can differ from place to place, department to department or even team to team. There are some pieces of onboarding, such as learning Company’s history, vision, mission, strategies and so on might be redundant for them and therefore can be left out, but overall, they still take time to learn and to get adapt to their new role and environment. Even for an internal promoted employee, they still need to set new expectations and get the support from the team. In other words, they also equally require onboarding. This is vital for their performance, motivation and engagement. 2. New Parents - Parental leave ranges from a few weeks to over 1 year in different countries. There might be a lot of changes in that time span, especially for high growth and fast changing companies. When they return back to office, systems, workflow and process may have been changed. Sometimes their management might have even have changed. These new parents do not want to be treated atotally new staff but indeed, they need to be re-introduced to how their team is currently operating, how the job priorities have changed, how processes have changed and other new measures implemented during their absence period at the Company. In addition, because their personal status has changed, they may turn to be more family focused rather than career driven. Also, after taking care of their new-born for a long period, it will take time for them to re-adjust themselves to work at the office environment. So you will need to advise them what is being done differently. You should also pay attention to their needs and provide onboarding coaching to them for a successful transition. 3. Contract or part-time staff promoted to full time staff - Compared with permanent, full time staff, it is much easier to employ contract or part-time staff and their cost is also much less expensive. Usually there is no special training, induction, orientation or coaching sessions provided to these contract or part time staff. contract or part time staff. time role. Everyone thinks that as they have already been working at the Company for a certain period, they are no longer new staff and so there is no need to provide them further training. Nevertheless, ask yourself honestly, would you have different expectations on part-time staff and full-time staff? Though you may not give them a full new hire onboarding experience, these staff should receive back adequate training as every normal staff should have, as well as re-developing their new expectations, milestones and individual development plans. 4. Staff returning from an extended medical leave - Similarly to the parental leave, being off work for a medical reason may also takes a few weeks or a few months. Sometimes even when these staff return to the work place, they may still take a while for a full recovery back to the normal full-time work situation. Meanwhile, during this period, particularly for fast changing and innovative companies, there might been a lot of changes and happenings. As their supervisor, apart from updating them all these changes, you should understand their needs and make appropriate adjustments to try to suit their needs. You may need to adjust their job scope as well as the previous set development plans, targets and KPIs in accordance to their current situation. 5. Boomerang employees - Some employees may be away from Company for a while, no matter it was a long leave for travel, to study, to have secondment, to take care of their family or any other circumstances, they now return to work and are back. These staff knows the ins and outs of how your Company has worked in the past, and now need to get an update of what is different from before since they were here. Again, same as the new parents and the staff returning from an extended medical leave, as their supervisor, you will need to re-onboard and re-engage them, and provide customized program to help them during this transition. Overall, these 5 types of staff are often being ignored during the onboarding process. While HR usually provide standardize program, as their supervisor, you should know what actually need to be included in the onboarding program and then customize accordingly, rather than going through the standard onboarding experiences for the new hires. Again, the aim of onboarding program is to engage, motivate and retain them. So do all the best you can and you will be rewarded in the long run. Thank you. 35. Last Reminder on Onboarding: Last Reminder on Onboarding… Thank you for your time in watching this course. I hope it helps you to provide your new hire with a great and impressive onboarding experience. After all, starting a new job is a very emotional process. I can’t stress the importance of building a personal relationship, especially for new hire integration. So remember, this course is to assist you the process but should not replace any personal approaches you may have in place. As everyone is unique, each of your new hire deserve to have a tailor-made onboarding program to suit new his or her role and responsibilities. In addition, don’t forget that on-boarding is just the beginning of talent management but not a one and done event. Talent management aims at helping every employee to work at their full potentials and drive forward the business goals. It is an ongoing, long journey and should be regularly followed up by 4 means, namely: 1. Performance management and monitoring 2. Target achievement 3. Performance appraisals 4. Coaching and feedback So please do pay effort and time in the above four areas. Effective onboarding is the door to employee engagement and talent retention. Do it properly will bring you long term rewards and pay off all of your investment time and effort. Always remember, “People join Companies and leave their Managers”. If you fail to provide an impressive onboarding experience to your talents, you may lose them, then end up restarting the long process of recruitment again and incur huge cost, time and effort. What outcome you want to have, is your choice. Good luck. Lastly, thank you very much for watching this course. I hope you find it useful and informative. If you like it, please give me a rating with your review. Please also share it with your friends who may need to master this important process. Once again, Thank you. I wish you all the best and look forward to seeing you in my future courses. Thank you.