EMPLOYEE ONBOARDING .pptx

presentation

1. Tawanda Chisiri New Employee Onboarding Eswatini 2022

2. Table of Contents Pre-boarding Orientation Training Activities Onboarding Roadmap Evaluation Company Name Here 2

3. Objectives of the military onboarding program. Army relies on quality Civilians in professional, technical and leadership positions to accomplish its mission and provide continuity of operations and expertise essential to nation’s defense. The army must build employee confidence by developing their character, competence, and commitment as members of the Army Profession. Company Name Here 3

4. Objectives of the military onboarding program. The purpose of the Acculturation program is to provide a positive socialization experience for newly employed Army Civilians to learn, understand, and foster an appreciation for Army culture, and to reduce the amount of time it takes to become fully productive members of the Army Profession. Company Name Here 4

5. Onboarding Onboarding delivers three specific goals for your employees: Now that you have the right talent it’s time to get them fully onboard! Use processes that allow new employees to learn about the organization, its structure, and its vision, mission and values, as well as to complete an initial new-hire orientation process. (25) Acclimate Engage Retain ONBOARDING

6. Onboarding Goals We found the talent, let’s keep the talent by attaining these 3 goals Acclimate Discuss what the organisation expects from them Detail the role they will play in achieving team or organisations goals Manage expectations on what they can expect from the organisation Management support Availability of resources Performance reviews. (26) Engage Build supportive relationships between a new employee and management Emphasize organisations 's commitment professional growth and talent recognition (26) Retain Increase retention rates Decrease monetary costs (26) ONBOARDING

7. Welcome Plan Email Setup Office Cards Desk Area Pre-boarding Climatize employee to the organisation 01 Draft a 90-day Plan 02 Draft 1 year Plan 03 Prepare tools and resources for operation 04 Assign desk area, laptop and other equipment 05 01 02 03 04 05 Cot consultants 7

8. Orientation of new Hire Company Name Here 8 Step 01 Step 03 Step 05 Welcome 01 Documentation 02 Compensation 03 Leave 04 Safety 05 Conduct 06

9. EMPLOYEE ONBOARDING Practical Steps

10. Company Name 10 Employee onboarding according to responsibilities Roles & Responsibilities Roles & responsibilities Onboarding 1. 2. 3. 4. 1 2, 3. 4

11. Company Name Here 11 Onboarding Roadmap to Productivity WELCOME PERFORMANCE CONTINUOUS ALIGNMENT Pre-boarding Orientation Ramp up Collaboration Full autonomy Growth & Refinement Day 0 Day 1 Day 2- 5 Day 10 Day 30 Day 60 Day 90 90+ Tools & Training Social Integration Autonomy & Productivity Check-in & Assess

12. Training COT consultants 12 1 2 3 4 5 Basic Military Training INSTRUCTOR LED-TRAINING E-LEARNING ON JOB TRAINING SIMULATION EMPLOYEE TRAINING FIELD TRAINING Opportunities ?. Deployment and continuous training Training Activities

13. Companyname.com 13 COT consultants Our Mission 01 Core Values 02 Company History 03 Key Statistics 04 Company Roadmap 05 Employee Scorecard 06 Training Plan 07 Benefits & Perks 08 First Week Expectations 09

14. VISION GOALS MISSIONS Our Mission COT consultants 14

15. Core Values Integrity Leadership Take accountability Innovation Teamwork Companyname.com 15 5Core Values 01 05 02 04 03

16. Companyname.com 16 Company History

17. Companyname.com 17 Key Statistics Job Satisfaction Employee Retention Growth Rate Customer Satisfaction Gender Balance 60% 76% 85% 56% 42%

18. Company Name 18 Training Plan Month 01 Month 02 Month 12 .

19. . Health Insurance . Employee Development Plans Retirement Plan Paid sick days Paid vacations Benefit Companyname.com 19 Benefits & Perks

20. Evaluation Matrix For On boarding Company Name Here 20 Day 0 Evaluation Level Objectives Evaluation Methods When Responsible Level 1 Reaction Level 2 Reaction Level 3 Reaction

21. Best Practices for All: Onboarding Have a role and responsibilities discussion 1 Match your new employee with a peer buddy 2 Help your new employee build a social network 3 Set up onboarding check-ins once a month for your new employee’s first six months 4 Encourage open dialogue (back Painn among recruits) 5 ONBOARDING

22. Onboarding is the strategic process of welcoming new employees, establishing their responsibilities, and familiarizing them with the Army culture. A successful onboarding program creates a positive experience for new employees and advances them to the desired level of productivity as quickly as possible. The supervisor is responsible for an employee’s project assignments, educational opportunities and career progression. Therefore, the supervisor who takes time to provide information, discuss issues, show concern about the employee’s training and acculturation, and who knows the employee’s current capabilities and career goals, demonstrates professional concern for every new employee . 22 Objectives of the Military on Boarding Program

23. THANK YOU

24. Module One: Getting Started Employee onboarding is essential to retaining top talent. An onboarding program does more than help orient new employees. Implementing an employee onboarding program will shape the company culture while developing a highly qualified pool of talent. The beginning is the most important part of work. Plato

25. Workshop Objectives Define onbo a r di n g Purpose of onbo a r di n g Engage and follow up with employees

26. Module Two: Purpose of Onboarding The purpose of onboarding is to help new hires transition into the roles at the company. When implemented correctly, onboarding will alleviate stress as it improves the culture of an organization. The employer generally gets the employees he deserves. W a l t er Gilbey

27. Start-up Cost Salary Benefits Miscellaneous

28. Anxiety People naturally experience anxiety New job will automatically create stress. Excessive stress will impede performance

29. Employee Turnover Exit costs Absence costs Recruitment Onboarding costs

30. Realistic Expectations Company expectations Policies and procedures Housekeeping Job description

31. Case Study A small publishing firm had high turnover of 75 percent Most employees left within a year, and very few people lasted five years There was no orientation or onboarding process Implementing a simple onboarding strategy reduced turnover by 55 percent within a year

32. Module Two: Review Questions 1. What is not a benefit? Insurance Vacation pay Legal benefits Training 2. What is not a miscellaneous cost? Training Equipment Retirement Rent 3. Employees need to be oriented in their jobs and . Surroundings Location Requirements Area 4. What is the effect of stress on performance? It increases productivity It impedes performance There is no effect It increases goals

33. Module Two: Review Questions 5. What is an exit cost? Productivity Contacts Advertising Screening 6. What is a recruitment cost? Disruption Productivity Advertising Overtime 7. Expectations that are unexplained or hinder performance. Unrealistic Measurable Attainable Timely 8. What is not part of a job description? Training Evaluation Expectation Vision

34. Module Two: Review Questions 9. What was the initial turnover? 55 percent 20 percent 75 percent 25 percent 10. What was the turnover after the onboarding? 55 percent 20 percent 75 percent 25 percent

35. Module Two: Review Questions 1. What is not a benefit? Insurance Vacation pay Legal benefits Training 2. What is not a miscellaneous cost? Training Equipment Retirement Rent 3. Employees need to be oriented in their jobs and . Surroundings Location Requirements Area 4. What is the effect of stress on performance? It increases productivity It impedes performance There is no effect It increases goals

36. Module Two: Review Questions 5. What is an exit cost? Productivity Contacts Advertising Screening 6. What is a recruitment cost? Disruption Productivity Advertising Overtime 7. Expectations that are unexplained or hinder performance. Unrealistic Measurable Attainable Timely 8. What is not part of a job description? Training Evaluation Expectation Vision

37. Module Two: Review Questions 9. What was the initial turnover? 55 percent 20 percent 75 percent 25 percent 10. What was the turnover after the onboarding? 55 percent 20 percent 75 percent 25 percent

38. Module Three: Introduction There are a number of reasons to implement an onboarding program. Before this can be done, however, you need to understand exactly what onboarding involves and its importance to the success of the company. Encourage your people to be committed to a project rather than just be involved in it. R i c ha r d Pratt

39. What Is Onboarding? S y s t e m a t i c method Hire the best employees Speed up the training process Company s t a n d a r ds Cultural assimil a tion

40. The Importance of Onboarding Generally 20 weeks to break even Onboarding shortens this time Functional and social levels

41. Making Employees Feel Welcome Contact the employee after he or she is hired Send information early Choose a mentor Prepare for the first day Have the new hire meet people the first day Schedule lunch

42. First Day Checklist Great and introduce the employee Tour the office and take a lunch Set schedules and expectations Explain employee resources Conduct orientation session

43. Case Study A manufacturing company was experiencing a time of growth Employees were given a traditional orientation Without specific instructions, expensive miscommunications developed With better communication and training, productivity increased 10 percent and employee satisfaction

44. Module Three: Review Questions 1. Employees align with . Vision of the company Company tools Training Company culture 2. What will onboarding accelerate? Hiring Company standards Training Accommodation 3. How long does it take employees to “break even”? 10 weeks 20 weeks 10 days 20 days 4. What is an example of a social level? Policies Training Expectations Mentoring

45. Module Three: Review Questions 5. Welcome employees to help them acclimate to their environment and . Stay prepared Break even Be productive Alleviate anxiety 6. When should new hires meet their mentors? First week Second day First day Second week 7. The first day checklist should be tailored to each company and . Industry Employee Employer Meeting 8. What is not part of a typical first day checklist? Greet the employee. Send information early. Discuss expectations. Plan the first week’s training.

46. Module Three: Review Questions 9. What caused the company change? Turnover Production Growth New policies 10. How much did productivity improve? 5 percent 8 percent 18percent 10 percent

47. Module Three: Review Questions 1. Employees align with . Vision of the company Company tools Training Company culture 2. What will onboarding accelerate? Hiring Company standards Training Accommodation 3. How long does it take employees to “break even”? 10 weeks 20 weeks 10 days 20 days 4. What is an example of a social level? Policies Training Expectations Mentoring

48. Module Three: Review Questions 5. Welcome employees to help them acclimate to their environment and . Stay prepared Break even Be productive Alleviate anxiety 6. When should new hires meet their mentors? First week Second day First day Second week 7. The first day checklist should be tailored to each company and . Industry Employee Employer Meeting 8. What is not part of a typical first day checklist? Greet the employee Send information early Discuss expectations Plan the first week’s training

49. Module Three: Review Questions 9. What caused the company change? Turnover Production Growth New policies 10. How much did productivity improve? 5 percent 8 percent 18percent 10 percent

50. Module Four: Onboarding Preparation Every successful program demands preparation, and onboarding is no exception. Before implementing an employee onboarding program, make sure that each person involved understands what is expected of him or her. Success always comes when preparation meets op p o r tuni t y . Henry Ha rtman

51. Professionalism Make sure everyone knows that the new hire is coming Choose someone to greet the new hire HR should have the paperwork prepared in advance Designate a mentor ahead of time

52. Clarity Goals Expectations Culture Clarify

53. Designating a Mentor Time Overworked employees cannot mentor another. T r aini n g Is the employee qualified to teach someone else? R ole model Qualities you would like to see in other employees.

54. Training Train tasks Train communications Provide feedback

55. Case Study The Time Clock Corporation attempted a new mentoring program The want to reduce a 75 percent turnover rate The first review showed a 15 percent reduction in turnover It was revealed that many mentors have little time to spend with new hires

56. Module Four: Review Questions Busy Supervised Professional Personal 2. Who should be informed about a new hire? Everyone Peers Supervisors Customers 1. Onboarding demands that people 3. What does not need to be clear? be friendly and . Goals Time Culture Expectations 4. What goals do new hires need to know? SMART goals Company Personal Personal and Company

57. Module Four: Review Questions 5. does not equal the ability to teach. Age Experience Seniority Attitude 6. What is not important in designating a mentor? Training Time Age Model behavior 7. What is true of feedback at the beginning? It should be infrequent It should focus on mistakes It should be encouraging It should not involve the supervisor 8. Employees need to be able to communicate their . Requirements Feedback Frustration Needs

58. Module Four: Review Questions 9. What was the goal to reduce turnover? 75 percent 25 percent 50 percent 15 percent 10. How far did turnover fall at the first review? 15 percent 25 percent 50 percent 75 percent

59. Module Four: Review Questions Busy Supervised Professional Personal 2. Who should be informed about a new hire? Everyone Peers Supervisors Customers 1. Onboarding demands that people 3. What does not need to be clear? be friendly and . Goals Time Culture Expectations 4. What goals do new hires need to know? SMART goals Company Personal Personal and Company

60. Module Four: Review Questions 5. does not equal the ability to teach. Age Experience Seniority Attitude 6. What is not important in designating a mentor? Training Time Age Model behavior 7. What is true of feedback at the beginning? It should be infrequent It should focus on mistakes It should be encouraging It should not involve the supervisor 8. Employees need to be able to communicate their . Requirements Feedback Frustration Needs

61. Module Four: Review Questions 9. What was the goal to reduce turnover? 75 percent 25 percent 50 percent 15 percent 10. How far did turnover fall at the first review? 15 percent 25 percent 50 percent 75 percent

62. Module Five: Onboarding Checklist One thing that will help onboarding go smoothly is to create a checklist for each step of the process. Keep in mind that the lists in this module provide a place to start. You will have to tailor each checklist to meet the needs of your own organization. In all planning you make a list and you set priorities. Alan La k ein

63. P r e -Arr i v al W el c ome packet Prepare work area Provide a contact Schedule on b oa r ding I n f orm others First week check list

64. Arr i v al W e l c ome HR tasks Policies and procedures Schedule Introduce Show workspace

65. First Week T r ain i ng Inc l us i on Introductions Review Hou s e k eep i n g F eedback

66. First Month Clarify: Continue to clarify roles and expectations. Meet: Meet weekly to give and receive feedback. Enroll: If necessary, enroll the new hire for any benefits. Check training: Make sure that the training is completed. Evaluate: Schedule a 30-day evaluation.

67. Case Study An expanding company needed to improve productivity by 20 percent Unfortunately, the growing number of new hires seems to be counterproductive An onboarding process existed, but managers had control of the process Checklists were created, and productivity improved 25 percent

68. Module Five: Review Questions 1. When should you work on the first week’s checklist? Pre-arrival First week Second day Never 2. What should not be prepared in the work area? Nametags Parking permits Start date Computer 3. What is not part of the arrival checklist? Welcome Meetings HR paperwork Introductions 4. You should the new hire. Question Observe Follow Greet

69. Module Five: Review Questions 5. When should you complete leftover housekeeping items? First week First day Second week First month 6. Managers need to provide feedback and the first week? Explain rules Ask about onboarding Reward employees Promote awareness 7. How often should you meet in the first month? Weekly Daily Once Twice 8. A formal evaluation should be made in . One week 10 days 30 days 60 days

70. Module Five: Review Questions 9. What was the goal to improve productivity? 10 percent 20 percent 25 percent 30 percent 10. How did productivity change with the checklists? Increased 25 percent Increased 20 percent Increased 10 percent Not at all

71. Module Five: Review Questions 1. When should you work on the first week’s checklist? Pre-arrival First week Second day Never 2. What should not be prepared in the work area? Nametags Parking permits Start date Computer 3. What is not part of the arrival checklist? Welcome Meetings HR paperwork Introductions 4. You should the new hire. Question Observe Follow Greet

72. Module Five: Review Questions 5. When should you complete leftover housekeeping items? First week First day Second week First month 6. Managers need to provide feedback and the first week? Explain rules Ask about onboarding Reward employees Promote awareness 7. How often should you meet in the first month? Weekly Daily Once Twice 8. A formal evaluation should be made in . One week 10 days 30 days 60 days

73. Module Five: Review Questions 9. What was the goal to improve productivity? 10 percent 20 percent 25 percent 30 percent 10. How did productivity change with the checklists? Increased 25 percent Increased 20 percent Increased 10 percent Not at all

74. Module Six: Creating an Engaging Program Any program you implement needs to be engaging. The purpose of employee onboarding is to engage employees from the beginning. Onboarding is more than simple checklists; it engages new hires in the company culture and promotes a highly functioning team. In moti v ating people, you’ve got to engage their minds and their hearts. Rupert Mu r do c h

75. Getting Off on the Right Track Trust and communication are essential Don’t cram in information Make a connection Build a relationship

76. Role of Human Resources Provide a welcome package Help with paperwork Company policies Explain benefits Provide a tour

77. Role of Managers Prepare the workstation Schedule training Explain roles and expectations Meet frequently Assign tasks to new hires

78. Characteristics Engaged employees enjoy their work They work towards the goal Do more than the minimum

79. Case Study The Good Song Company had a problem with retention Employees seemed to leave shortly after they were trained The basic orientation with HR lasted for four hours and consisted of reading the manual The onboarding process changed so that orientation with HR took place over a week

80. Module Six: Review Questions 1. What is a common mistake of traditional orientations? Occur frequently Too little information Too much information Are too small 2. Employees should be provided with important information . First day Second day First hour First week 3. What is not a role of HR? Set up workstation Policies Documentation Tour 4. Which role of HR should run throughout the whole organization? Explain benefits Welcome new hires Explain policies Help with paperwork

81. Module Six: Review Questions 5. What is not a role of management? Meeting Prepare Documentation Schedule 6. Who meets with new hires to discuss training? Peers Mentors HR Management 7. What is not a characteristic of engagement? Going the extra mile A good attitude Completing projects Enjoy work 8. Engaged employees enjoy and opportunities. Challenges Work Experience Training

82. Module Six: Review Questions 9. What percent of employees left after the first year? 50 40 30 20 10. What was the percentage of improvement after onboarding improved? 20 percent 30 percent 50 percent 60 percent

83. Module Seven: Following Up with New Employees Following up with new employees is essential to effective onboarding. Managers need to be involved with their new hires and determine whether or not any changes need to be made in their training process. It’s the people who follow through who excel. Mary Kay Ash

84. Initial Check in Goals and progress Discuss onboarding Offer help

85. Following Up Mentor Expectations Relationships Inclusion Work Feedback

86. Setting Schedules Orientation and Training for each week Meeting other people and Follow ups Goals and E v alu a tions

87. Mentor’s Responsibility Role model Adv i se F eedback A s s i s t Trustworthy

88. Case Study A new sales firm was having trouble with its onboarding program Turnover was still at 60 percent and productivity needed to improve Checking in and follow-ups were added to managers’ responsibilities Training was scheduled better, and employee concerns were addressed

89. Module Seven: Review Questions Goals Progress Management Satisfaction 2. What is a not something to discuss at the initial check in? Goals and progress Past work experience Onboarding process Needed help 1. R e v i e w c ompa n y and em pl oy ee 3. . Employee should be addressed in the follow up. Experience Goals Expectations Progress 4. What is not something to address in the follow up? Inclusion Feedback Mentors Pay

90. Module Seven: Review Questions 5. What will help determine schedules? Checklists Surveys Mentors Communication 6. Training should be scheduled each . Hour Day Week Month 7. To be successful, mentors need to approach their roles . Carelessly Seriously Recklessly Unprepared 8. What is not a mentor’s role? Spy Role model Encourage Advise

91. Module Seven: Review Questions 9. Turnover was at percent. 30 40 50 60 10. How much did turnover decrease? 35 percent 30 percent 20 percent 25 percent

92. Module Seven: Review Questions Goals Progress Management Satisfaction 2. What is a not something to discuss at the initial check in? Goals and progress Past work experience Onboarding process Needed help 1. R e v i e w c ompa n y and em pl oy ee 3. . Employee should be addressed in the follow up. Experience Goals Expectations Progress 4. What is not something to address in the follow up? Inclusion Feedback Mentors Pay

93. Module Seven: Review Questions 5. What will help determine schedules? Checklists Surveys Mentors Communication 6. Training should be scheduled each . Hour Day Week Month 7. To be successful, mentors need to approach their roles . Carelessly Seriously Recklessly Unprepared 8. What is not a mentor’s role? Spy Role model Encourage Advise

94. Module Seven: Review Questions 9. Turnover was at percent. 30 40 50 60 10. How much did turnover decrease? 35 percent 30 percent 20 percent 25 percent

95. Module Eight: Setting Expectations We have already established that setting and clarifying employee expectations is an important part of the onboarding process. Requirements and expectations need to be established from the beginning. An employee’s motivation is a direct result of the sum of interactions with his or her manager. Bob Nelson

96. Defining Requirements Skills Experience Education Compa n y culture Behavior

97. Identifying Opportunities for Improvement and Growth Meetings and evaluations Coach employees Additional tasks

98. Setting Verbal Expectations Personally connect with employees Address any questions Does need to be documented

99. Putting It in Writing Evaluations R e vi e w s Ac t ion plans Policies

100. Case Study A manager’s department staff cannot reach their sales expectations Another manager advised that he documented the personal goals The employees took more responsibility in their performance and pride in meeting their goals By the end of the quarter, the manager made budget

101. Module Eight: Review Questions 1. What are the abilities that are necessary to complete a job? Behavior Experience Skills Education 2. Requirements are determined by . Age Encouragement Position Documentation 3. Unmet expectations are opportunities for . Help Improvement Development Growth 4. Excelling expectations are o p p ortu n it i es f o r . Help Improvement Development Growth

102. Module Eight: Review Questions 5. Why document verbal expectations? Hold employees accountable Remind employees about conversations Remind yourself about conversations Encourage better behavior 6. What is a benefit of verbal expectations? Time out of the office Better accountability Answer questions Encourage better behavior 7. What changes need to be put in writing? Job description Questions Feedback Journal entries 8. When should a job description be written? When the job changes During evaluations Before the job is filled After surveys

103. Module Eight: Review Questions 9. Who gave the manager the idea about personal goals? Customer Another manager Supervisor HR 10. How behind was the manager from goal? 15 percent 20 percent 50 percent 10 percent

104. Module Eight: Review Questions 1. What are the abilities that are necessary to complete a job? Behavior Experience Skills Education 2. Requirements are determined by . Age Encouragement Position Documentation 3. Unmet expectations are opportunities for . Help Improvement Development Growth 4. Excelling expectations are o p p ortu n it i es f o r . Help Improvement Development Growth

105. Module Eight: Review Questions 5. Why document verbal expectations? Hold employees accountable Remind employees about conversations Remind yourself about conversations Encourage better behavior 6. What is a benefit of verbal expectations? Time out of the office Better accountability Answer questions Encourage better behavior 7. What changes need to be put in writing? Job description Questions Feedback Journal entries 8. When should a job description be written? When the job changes During evaluations Before the job is filled After surveys

106. Module Eight: Review Questions 9. Who gave the manager the idea about personal goals? Customer Another manager Supervisor HR 10. How behind was the manager from goal? 15 percent 20 percent 50 percent 10 percent

107. Module Nine: Resiliency and Flexibility Resiliency and flexibility are important to success. People will make mistakes and no program is perfect, but reacting resiliently and learning to be flexible will eventually strengthen employees and the company. That which does not destroy st r en g t he n s. Nietzsche

108. What Is Resiliency? Bounce back Keep going In times of stress

109. Why Is It Important? A new job is stressful T r ansition quickly Times of change

110. Five Steps Acceptance Be self-aware Embrace adversity Relationships Set goals

111. What is Flexibility? When, where, and how work is done Not resisting change Open to change

112. Why Is It Important? Recruiting qualified talent Act with conviction Reduces stress

113. Five Steps Release any attachment that is making you inflexible Practice a work and life balance Admit when you make mistakes Stop fighting every change Gather feedback and support

114. Case Study A training manager with 20 years of experience began having trouble with his new employees He used the same techniques as always They did not pay attention during his slide show presentations The company instituted an onboarding program that would alter the way he trained

115. Module Nine: Review Questions 1. Some people are more resilient than others. Carelessly Obviously Or less Naturally 2. What impedes resiliency? Work Evaluations Stress Expectation 3. What can companies do to increase improve resiliency? Raises Stress management Goals Relationships 4. Resiliency in important in times of . Growth Change Goal setting Evaluation

116. Module Nine: Review Questions Acceptance Adversity Goals R e l a tionshi p s 6. Chang e and a r e inevitable. Failure Goals Acceptance Relationships 5. Wh a t m a y b e ben e fic i a l ? 7. Fl e x i bil i ty is n ot . Specific Impor t a n t Passivity A priority 8. What do employers not need to be flexible about? When work is done Why work is done How work is done Where work is done

117. Module Nine: Review Questions New employees General happiness Better hours Attract talent 10. Flexible individuals act with . React Conviction Carelessness Plans 9. What is a benefit of employer 11. What is the first step to flexibility? flexibility? Relax Support Pick battles Let go 12. How will you know when you are not being flexible? Stress Co n v i ction Feedback Passivity

118. Module Nine: Review Question 13. How long was the manager a trainer? 20 years 30years 15 years 25 years 14. Which attempt at onboarding was successful? First Second Third Fourth

119. Module Nine: Review Questions 1. Some people are more resilient than others. Carelessly Obviously Or less Naturally 2. What impedes resiliency? Work Evaluations Stress Expectation 3. What can companies do to increase improve resiliency? Raises Stress management Goals Relationships 4. Resiliency in important in times of . Growth Change Goal setting Evaluation

120. Module Nine: Review Questions Acceptance Adversity Goals R e l a tionshi p s 6. Chang e and a r e inevitable. Failure Goals Acceptance Relationships 5. Wh a t m a y b e ben e fic i a l ? 7. Fl e x i bil i ty is n ot . Specific Impor t a n t Passivity A priority 8. What do employers not need to be flexible about? When work is done Why work is done How work is done Where work is done

121. Module Nine: Review Questions New employees General happiness Better hours Attract talent 10. Flexible individuals act with . React Conviction Carelessness Plans 9. What is a benefit of employer 11. What is the first step to flexibility? flexibility? Relax Support Pick battles Let go 12. How will you know when you are not being flexible? Stress Co n v i ction Feedback Passivity

122. Module Nine: Review Question 13. How long was the manager a trainer? 20 years 30years 15 years 25 years 14. Which attempt at onboarding was successful? First Second Third Fourth

123. Module Ten: Assigning Work The way you assign work to employees is important to the onboarding process. Sometimes it is possible to involve employees in the projects they are assigned. New employees, however, will have less experience and will need more guidance. Great ability develops and reveals itself increasingly with every new assignment. B a l t asar Gracian

124. General Principles These are low priority assignments and completely open to interpretation. S u g g e s tions These are less official and are slightly open to interpretation. Requests These are direct and leave no room for interpretation. Orders

125. The Dictatorial Approach Simply giving orders Fastest way to assign work Only be used in emergencies

126. The Apple Picking Approach Choose their tasks from a list Not typically high priority Does not teach collaboration and teamwork

127. The Collaborative Approach Involves team meetings The team has a say in the deadlines and objectives Time consuming Useful with important assignments

128. Case Study A CEO used the dictatorial approach to assign tasks to employees Some employees feel that they are assigned tasks they are not capable of performing Over a six-month period, half of the employees give notice The CEO hires a new HR representative to assign tasks and implements the different approach and morale improves

129. Module Ten: Review Questions 1. What is a low priority assignment? Work Orders Requests Suggestions 2. What is not an expectation that should generally be communicated with assignments? Due Date Necessary tools. Past success The task 3. What is the least effective way to assign work? Apple Picking Dictatorial Collaborative General 4. When should you use the Dictatorial approach? In emergencies Always With new hires With low performers

130. Module Ten: Review Questions 5. Little collaboration is a drawback to . Apple picking Dictatorial Collaborative General 6. Apple picking tasks should all have . High priorities Low priorities The same value Be prioritized 7. What is the most effective way to assign tasks? Apple picking Dictatorial Collaborative General 8. What types of tasks require the collaborative approach? Low priorities General priorities Mid-level priorities High priorities

131. Module Ten: Review Questions 9. Hal f o f t h e e m pl o y ees l e f t in . 1 year 6 months 3 months 1 month 10. What approach did the CEO use? Apple Picking Dictatorial Collaborative General

132. Module Ten: Review Questions 1. What is a low priority assignment? Work Orders Requests Suggestions 2. What is not an expectation that should generally be communicated with assignments? Due Date Necessary tools Past success The task 3. What is the least effective way to assign work? Apple Picking Dictatorial Collaborative General 4. When should you use the Dictatorial approach? In emergencies Always With new hires With low performers

133. Module Ten: Review Questions 5. Little collaboration is a drawback to . Apple picking Dictatorial Collaborative General 6. Apple picking tasks should all have . High priorities Low priorities The same value Be prioritized 7. What is the most effective way to assign tasks? Apple picking Dictatorial Collaborative General 8. What types of tasks require the collaborative approach? Low priorities General priorities Mid-level priorities High priorities

134. Module Ten: Review Questions 9. Hal f o f t h e e m pl o y ees l e f t in . 1 year 6 months 3 months 1 month 10. What approach did the CEO use? Apple Picking Dictatorial Collaborative General

135. Module Eleven: Providing Feedback Every supervisor needs to learn how to give and receive feedback effectively. Feedback is more than evaluating performance or checking in; it is a valuable method of communication. Poorly delivered feedback can lead to dire consequences. Feedback is the breakfast of c ham p ions. Ken Blan c ha r d

136. Characteristics of Good Feedback Dialogue Factual Focus Clear Constructive Compromise

137. Feedback Delivery Tools Me e tings Email 360- deg r ee R e vi e w s

138. Informal Feedback Should occur regularly Provided as needed Praise, corrections, and questions

139. Formal Feedback Scheduled and includes paperwork Performance reviews Corrective actions

140. Case Study The manager at a local bookstore hated annual reviews Performance typically did not improve after reviews The owner was unhappy with the culture at the store and demanded that the manager provide informal feedback The atmosphere improved and the sales increased 20 percent.

141. Module Eleven: Review Questions 1. What is not a characteristic of good feedback? Dialogue Focus Compromise Address rumors 2. Encourage and address questions or concerns. Rumors Communication Dialogue Facts 3. What is not a delivery tool to use in complex situations? Meetings Email Review 360-degree feedback 4. What is the traditional method of feedback? Review Meeting Email 360-degree feedback

142. Module Eleven: Review Questions Pay Correction Questions Praise 6. Meetings and are useful for informal feedback. Commendations Evaluations Emails Reviews 5. What does informal feedback not 7. What is a type of formal feedback? address? Memos Reviews Assignments Priorities 8. F orma l r e v i ew s . Are only for new hires Have little paperwork Are consistent Document progress

143. Module Eleven: Review Questions 9. What type of feedback did the manager use to solve the problem? Evaluations Informal Reviews Formal 10. How much did sales increase? 10 percent 20 percent 30 percent 40 percent

144. Module Eleven: Review Questions 1. What is not a characteristic of good feedback? Dialogue Focus Compromise Address rumors 2. Encourage and address questions or concerns. Rumors Communication Dialogue Facts 3. What is not a delivery tool to use in complex situations? Meetings Email Review 360-degree feedback 4. What is the traditional method of feedback? Review Meeting Email 360-degree feedback

145. Module Eleven: Review Questions Pay Correction Questions Praise 6. Meetings and are useful for informal feedback. Commendations Evaluations Emails Reviews 5. What does informal feedback not 7. What is a type of formal feedback? address? Memos Reviews Assignments Priorities 8. F orma l r e v i ew s . Are only for new hires Have little paperwork Are consistent Document progress

146. Module Eleven: Review Questions 9. What type of feedback did the manager use to solve the problem? Evaluations Informal Reviews Formal 10. How much did sales increase? 10 percent 20 percent 30 percent 40 percent

147. Module Twelve: Wrapping Up Although this workshop is coming to a close, we hope that your journey to improve your Employee Onboarding skills is just beginning. Please take a moment to review and update your action plan. This will be a key tool to guide your progress in the days, weeks, months, and years to come. We wish you the best of luck on the rest of your travels! If you don’t understand that you work for your mislabeled subordinates, then you know nothing of leadership. You know only tyranny. Dee Hock

148. Words from the Wise Br u ce Ba r t on The five steps in teaching an employee new skills are preparation, explanation, showing, observation, and supervision. Cha rles R e ade Sow a thought, and you reap an act. Sow an act, and you reap a habit. Sow a habit and you reap a character. Sow a character and you reap a destiny. Henry Ford The man who thinks he can and the man who thinks he can't are both right.

149. THANK YOU