so you've got new hires! now what? (mentoring for onboarding)

So You’ve Got New Hires!

Now What?© Insala All Rights Reserved 2014

Agenda

Common Onboarding Challenges (And How Mentoring Can Assist)

1

2

3

4

How Does Mentoring Support Onboarding?

How to Design an Onboarding Program Facilitated By Mentoring

5

Case Study: Information Overload!

© Insala All Rights Reserved 2014

State of the New Hire


State of theNew Hire


• 86% of new hires make their decision to leave or stay within the first 6 months. (Aberdeen Group)

• 89% of new hires say they do not have the optimum level of knowledge and tools necessary to do their job. (Aberdeen Group)

• Half of all hourly workers leave their new jobs within the first 120 days. (SHRM)

How Are New Hires Thinking?

• 16% of annual salary for jobs earning less than $30,000 per year

• 20% of annual salary for mid-range positions earning between $30,000 and $50,000 per year

• Up to 213% of annual salary for executive positions (Center for American Progress)


What’s the Average Cost for Replacing a New Hire?


New employees who attend a well-structured onboarding program are 69% more likely to stay with an organization after 3 years. (Korn Ferry)


How DoesMentoring

SupportOnboarding?


For the new hire, a mentor can:

• Start them off on the right foot and successfully integrate them

• Help increase the employee's self-confidence

• Identify and mentor on missing skills and impart knowledge and expertise

• Enhance professional development

For the mentor,

• The relationship can function as a two-way street, where the new hire may provide fresh ideas for the mentor

• Mentors may also receive positive recognition and reinforcement from their new hires as they become mentees



For the organization, mentoring can:

• Provide new hires an understanding of the organization’s culture

• Engender employee loyalty

• Protect their investment in the recruiting process

• Improve new hire time to productivity


Common

ChallengesOnboarding

(And How Mentoring Can Assist)


1. Overloading new hires

2. Delays in offering onboarding

3. Timeframe is too short

4. No accountability or metrics


CHALLENGE: Overloading new hires

SOLUTION: A mentor can support with the information overload ongoing

CHALLENGE: Delays in offering onboarding

SOLUTION: Mentoring can start immediately

CHALLENGE: Too short of a timeframe

SOLUTION: A mentoring relationship is 6 – 12 months

CHALLENGE: No metrics or accountability

SOLUTION: Formal mentoring programs can be measured

Case Study


Case Study: Information Overload!


New hires were receiving too much information at once during onboarding.

The company needed to share accurate and crucial information with new hires without overwhelming them

Case Study: Solution


• Mentors were qualified to make sure they provided the best “first impression” of the organization

• The qualification criteria ensured that mentors had specific information to impart

• Two mentors were allocated each new hire – • A mentor for organizational culture focus• A mentor for a job-specific focus

• The purpose of the partnership – information sharing – was clearly communicated to new hires ahead of time

Case Study: Results


• Decrease in complaints from managers

• Reduction in dollars spent on new hires

• Reduction in follow-up phone calls, emails and office visits to HR regarding new hire issues

• Reduction in new hire frustration

• Increase in new hire satisfaction with the onboarding program

How to Build an

Mentoring

Onboarding

Facilitated By


Program

Identifymentors and their respective roles

Determinewhen to introduce

the mentor

Match participants based

on specific criteria

Provideonline information

and examples

Measurewhat youachieved


Defineobjectives and

goals

How to Build an

Onboarding Program Facilitated By

Mentoring

Define Goals and Objectives


Example Goals:

• Provide new employee guidance

• Increase retention of new hires

• Increase time to productivity and accelerate the learning curve

Identify Mentors and Their Respective Roles


• Planning

• Providing guidance and assistance

• Giving evaluation and feedback

• Communicating

Match Participants Based on Specific Criteria

Organizational Culture Mentor• Number of years in organization• Business function• Location

Job/Skill Development Mentor• Career level• Business function• Skills/Competencies needed• Location


Determine When to Introduce the Mentor

Organizational Culture Mentor – Introduce at the beginning of the onboarding process• Provide a warm, positive experience• Support from Day One• Not tied to formal training, can start the mentoring

partnership right away

Job/Skill Development Mentor – Introduce after formal training when starting the job• Reinforces learning after formal training• Provides guidance and support when on the job


Provide Accessible Information and Examples

Why?

• Clarify their role as a mentee

• Help them learn about their mentor

• Make information about the process easy to find


Measure What You Achieved

How should you measure the program?

• Feedback survey taken by mentoring participants

• Feedback from managers – how do they feel the mentee has developed?

• Learning Plan – what was planned vs. what was achieved


Identifymentors and their respective roles

Determinewhen to introduce

the mentor

Match participants based

on specific criteria

Provideonline information

and examples

Measurewhat youachieved


Defineobjectives and

goals

How to Build an

Onboarding Program Facilitated By

Mentoring

Final Thoughts


1. Onboarding must focus on culture as well as on the job

2. The secret to successful onboarding is structure + reinforcement

3. The personal touch throughout onboarding is always the most effective

4. What you do now and how you do it will make the difference, one, three, and ten years down the line

CONTACT US FOR MORE INFORMATION

[email protected] | www.insala.com

US: 817 355 0939UK: (0)207 297 5940

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so you've got new hires! now what? (mentoring for onboarding)

Business

respective roles determine

onboarding program facilitated

specific criteria measure

case study

information overload

formal training

annual salary

rights reserved 2014