Now That You’ve Got ‘Em: Onboarding and Retaining Your Employee Talent
Tuesday, January 22, 2013 at 1:00 PM - Monday, January 28, 2013 at 2:30 PM (EST)
San Francisco, California
London, United Kingdom
Every year more than 25 percent of the working population in the United States experiences career transitions. If we simply consider Fortune 500 companies, approximately 500,000 managers take on new roles each year, and with most managers beginning a new job every two to four years. Dr. Tayla Bauer, Professor of Management at Portland State University in Oregon, writes in Onboarding New Employees: Maximizing Success for the Society for Human Resource Management “Research and conventional wisdom both suggest that employees get about 90 days to prove themselves in a new job. Every organization has its own version of the complex process through which new hires learn attitudes, knowledge, skills and behaviors required to function effectively. The bottom line is that the faster new hires feel welcome and prepared for their jobs, the faster they will be able to successfully contribute to the firm’s mission.”
Having the most talented workforce is not simply about recruiting and hiring the best and the brightest. The initial onboarding and continuing professional development opportunities of new employees is critical to their success within the organization, and to the success of the organization overall. What used to be simply called “new employee orientation” has taken on new language and a very new philosophy. Today’s effective onboarding program is not merely about training, as it once was, but recognizes the need to integrate and acculturate the new employee to the organizational culture. Research has indicated that organizational socialization leads to higher employee satisfaction, greater work efficacy, reduction in stress, and better commitment to the organization; these gains provide any company with an advantage over their competition.
This three-part program considers current research in the field of organizational socialization, comparing informal onboarding methods to “best in class” formal programs. Specific critical elements will be addressed, such as the fostering of connectivity, organizational compliance expectations, levers for employee self-efficacy, immediate opportunity for collaboration and contribution, and options for technology-based employee onboarding. The discussion will also address mechanisms for sustaining the momentum gained through initial integration into a successful employee retention plan, through mentor and reverse-mentor programs, routinized and regularly iterative evaluation mechanisms, opportunities for formalized coaching programs, and a “developmental supervision” approach. We will discuss different “best-in-class” strategies for effective programs and initiatives based upon research and recommendations from the Human Capital Institute and the Society for Human Resource Management.
This Three-Part Series Will Help Participants To:
· Understand how onboarding can take the organization to the next level.
· Consider the action steps to smooth the transition during the integration period, considering various support tools and processes.
· Identify the critical keys to a learning-based program that includes all of the necessary training, coaching and experience.
· Initiate a strategy for providing new employees with the resources and support they need to deliver better results faster.
· Develop metrics for evaluating the efficacy of current and prospective employee acculturation programs.
· Advance employee retention through more enhanced professional development programming, with a focus on talent-based employee coaching programs designed to develop employee capacity and retention.
About the Presenter
Rachel I. Reiser is the founder and principle of Generationally Speaking; Generationally Speaking provides consultation to companies and other organizations in considering the impact of the multi-generational workplace and human resource issues. Rachel is also currently Assistant Dean for Planning and Strategy at Babson College in Wellesley, MA.
In a career spanning 20 years in higher education, Rachel has held positions at several schools working directly with college students and employees, fostering her professional interest in generational studies and organizational acculturation. Rachel has researched, written, presented, and consulted extensively on workplace dynamics, particularly as they relate to the inter-generational environment. Rachel is an active member several professional organizations, and is the 2006 recipient of the Massachusetts Association for Women in Education Award for Professional Excellence. Rachel can be reached at email@example.com. Her book, “Millennials on Board: The Impact of the Rising Generation on the Workplace,” was released in February 2010.
Intern Bridge, Inc.
Intern Bridge is the nation's premier college recruiting consulting and research firm. We survey over 27,000 students annually to capture trends of internship and recruiting experiences. The critical survey data is the basis for our work: helping companies build meaningful entry-level talent programs, and assisting career centers to better serve their student populations.
Our work is accomplished through a variety of methods including national workshop tours, online professional development webinars and conferences, publications, custom research, and consulting. Intern Bridge has sold thousands of college recruiting best practices books. Over 10,000 recruiters, managers, and career center practitioners have taken part in our professional development efforts. We have worked with over 80% of the Fortune 100 organizations, in addition to being represented on almost every college campus in the nation.
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