Job Shadowing hr-Job-Shadowing-Guide.pptx

Job Shadowing Guide -Mentorship program - training - career path - career management structure

1. Job Shadowing Guide Develop a job shadowing program that supports talent development needs.

2. Introduction to job shadowing Job shadowing is an alternative to job rotation that is less complex to facilitate. Job Shadowing: Employees observe experienced individuals as they perform their job duties for a short period of time, and occasionally the observing employee practices performing tasks. The employee balances their regular job duties with participation in job shadowing. Use job shadowing when: There is a desire to improve learning and development, facilitate knowledge sharing, support onboarding, or provide opportunities to explore internal career paths. Resourcing is not available to develop a job rotation program, or it is unrealistic for employees to fully change roles for a period of time. Job Shadowing Key Terms Shadower: The individual observing an experienced employee. Host: An experienced employee who is being observed on the job by another individual. Job Rotation: An organized, temporary, and purposeful placement of an employee into a job that is not their permanent job to expand their knowledge and skills. The individual leaves their regular role to move into another position for a specified period. Use job rotation when: Leadership development programs, succession planning, and high-potential programs are in place. The organization is facing critical circumstances that justify the complexity and administrative support a formal job rotation program requires (e.g. higher than desired turnover, lack of innovation, poor employee engagement, large skill gaps). Resourcing is available to provide hands-on support to develop and facilitate the program. See McLean & Company’s Implement a Job Rotation Program research for more information on job rotation.

3. Job shadowing is used to support several talent needs and programs Onboarding Use cases include: New hires (including internal hires) shadowing experienced employees to learn about processes and best practices. New hires shadowing employees in multiple areas to gain a well-rounded view of operations or customer needs. Knowledge & Skill Sharing Use cases include: Giving employees the opportunity to learn skills performed by individuals in other roles or departments to leverage in their current role. Using job shadowing as a development opportunity for employees interested in moving into a role like the host’s. Having employees job shadow to gain visibility into how other departments function to improve organizational awareness. Career Development Use cases include: Providing employees with the opportunity to explore different career paths within the organization to improve visibility of internal career options. Shadowing to grow and expand employees’ knowledge and skills to help achieve future career aspirations.

4. Job shadowing has benefits for the organization, shadowers, and hosts Organizational benefits Enhances ability to reskill, close skills gaps, and improve internal mobility. Improves organizational awareness and increases knowledge sharing. Increases productivity, as employees learn best practices from those currently performing the role. Supports diversity, equity, and inclusion (DEI) initiatives by providing visibility and access to career paths, including leadership opportunities. Provides a lower cost training method. Shadower benefits Creates opportunity for employees to learn about internal career options and alternative career paths. Provides a realistic job preview that helps employees understand if they would like to pursue a particular role or career path. Enables employees to learn and practice new skills that will improve their current performance and access to future opportunities. Host benefits Provides opportunity to practice or develop mentoring, coaching, and leadership skills. Encourages hosts to be more observant about how they perform their tasks, which has the potential to result in process improvements (“Employee training: the shadow side of job shadowing,” Bellrock , 2022). Improves ability to network with individuals in other areas of the organization. Programs that support career advancement , like job shadowing, improve employee retention. The #1 reason employees leave the average organization is opportunities for career advancement. (McLean & Company’s Exit Survey Database, 2023; N =35,065 ).

5. However, there are also challenges with job shadowing The program must be designed to facilitate learning , as observation alone doesn’t always lead to knowledge or skill transfer. Hosts need to be carefully selected. Individuals must be competent in their role and have the desire to build mentoring, coaching, and leadership skills. Negative habits may be passed from the host to the shadower. Temporary reductions in productivity might occur as shadowers are away from their primary role and hosts balance their regular tasks with being observed by and mentoring and coaching shadowers. Ongoing coordination is required to maintain a formal program (preparing participants, creating agendas, scheduling, etc.).

6. Define the purpose and select goals for the job shadowing program Reflect on the following to help define the purpose of the program: The intended outcomes for the organization, host, and shadower. The driving need to establish a job shadowing program. Organizational needs, pain points, or goals the job shadowing program could address (e.g. retention, small recruitment pipelines, skill gaps). The most appropriate use case for job shadowing (onboarding, knowledge sharing, or career development). Use McLean & Company’s HR Metrics Library to review and select metrics. Sample goals Sample metrics Increase learning and development opportunities for high-potential employees. Average participant satisfaction with job shadowing as a learning and development opportunity Increase in competency proficiency levels for high-potentials Improve new hire onboarding. Time to productivity Increase communication and knowledge sharing between departments. Employee engagement driver scores for department collaboration Cross-functional project completion rate Decrease turnover linked to lack of career development opportunities. Organizational turnover rate Turnover rates of job shadowers Decrease in exit survey responses referencing lack of career-related skills development Increase diversity in leadership positions. Percentage of diverse representation in promotions Number of diverse candidates in the high-potential program

7. Review the different types of job shadowing Type Recommended Use Limitations Observation only Watching the job being performed (e.g. experiencing a day in the life in the role, observing common day-to-day tasks and responsibilities). As exploratory job shadowing to understand the role or to improve organizational awareness. As an introductory onboarding activity. To share a realistic job preview. To facilitate knowledge sharing. Not an effective method on its own for skill development. May not be a fully realistic preview, as being observed can affect the host’s behavior. Difficult to facilitate in a virtual environment. Task or skill focused Shadowing performance of specific tasks or skills on a regular basis (e.g. two hours every week to learn how to do a specific task). As part of onboarding when an employee needs to know how a specific task or skill is performed. To build a skill or learn how to complete a new task to leverage in the employee’s current role or for career development. Does not give shadowers a full view of the role. Not recommended on its own for career exploration. Requires the host to actively provide training to the shadower . Larger time requirement for the shadower to learn and practice the task or skill. Hands-on Observation of the job being performed, mixed with opportunities to practice performing tasks. As part of onboarding or training to prepare an employee for a transition to a new role. To share a realistic job preview to help the employee determine if they’re interested in the job. To practice skills and tasks performed in a specific role to support future career goals. To gain in-depth understanding of processes and procedures. Requires host to actively provide training and supervise the shadower as they complete tasks. Larger time requirement. The shadower needs time to observe and practice with the host. Tip: Use multiple types as appropriate in different sessions to give the shadower a variety of experiences and opportunities to build skills. For example, you can use observation to see a typical day in the life and then schedule task-focused sessions to learn how to perform specific tasks.

8. Determine the job shadowing program approach 1. Select employee segments to participate Identify key employee segments that will receive the greatest value from participating in the job shadowing program, in alignment with the program’s established purpose and goals. Shadower examples: High-potential employees New hires Specific divisions Successor candidates Host examples: Roles or departments in need of internal recruits for open or hard-to-fill roles . Roles whose knowledge or skills are beneficial to other roles or departments for skill building or career exploration purposes. Tip: S tart with one employee segment as a pilot, then expand the program to other segments as needed. 2 . Determine the level of formality and type of job shadowing Informal: Shadowers and hosts are matched on an ad hoc basis as needs arise. Sessions occur on an open timeline and are coordinated between the shadower, host, and their managers. This level is appropriate when: Use cases include career exploration or knowledge sharing. Job shadowing sessions have been occurring organically between employees. Formal: Shadowers and hosts are matched on an ongoing basis by the organization for a defined period with sessions scheduled by a program coordinator. This level is appropriate when: The job shadowing program is aligned with the organization’s strategic goals. Use cases include onboarding, career exploration, or knowledge sharing. There is a large volume or cohort of participants with a specific need (e.g. onboarding). Resources are available to dedicate to managing the program. Select the appropriate types of job shadowing (i.e. observation, task/skill focused, hands-on) based on the program purpose, goals, and selected employee segments. 3. Determine frequency and duration For formal programs, outline the frequency and duration of job shadowing assignments. Frequency: Outline how often job shadowing participants and hosts will be sourced. Determine how often new job shadowing assignments will begin. Duration: Determine if all job shadowing assignments will be the same duration, or if duration will vary based on the role and use case. Define how often shadowers and hosts will meet and how long each session will be (e.g. two hours per day for a week, one week per month, one hour per week for two months, etc.)

9. Outline the roles of key individuals Program coordinator Manages the logistics of a formal program once it’s established (selecting hosts and shadowers, outlining agendas, scheduling sessions, etc.). This is often an individual on the HR team, or these responsibilities are delegated to representative managers from the host’s or shadower’s department in an informal program. Managers (of hosts and shadowers ) Whether the program is formal or informal, managers need to be kept in the loop as the program is implemented to: Ensure individuals have approval to participate and the program aligns with their development goals. Prepare the host’s team to welcome the shadower and assist as needed. If necessary, prepare the shadower’s team to cover their tasks when shadowing. Help shadowers and hosts prepare and provide coaching to ensure a positive experience.

10. Outline a method to source and select participants for formal programs Sourcing methods Selection method Shadower Choose one or more methods to source participants. For example: Manager/HR referral: Refer employees who are part of the selected employee segment and have shown interest, have aligned development plans, or need to build skills/awareness. Application: Employees who are members of the selected employee segment express interest in participating in the program. Define criteria based on the program goals to select shadowers . Use interviews or applications to select participants (based on the formality of the program). Example criteria include: Tenure Performance in current role (e.g. are they ready to explore career advancement, do they have skill gaps) Desire to build new skills or expand knowledge Alignment with development plan Host Manager/HR referral: Refer individuals who are part of the selected employee segment, have shown interest, demonstrate a solid understanding of their role, and have the required skills. Application: Employees in the selected employee segment express interest in participating in the program. Define criteria based on the program goals to select hosts. Use interviews or applications to select participants (based on the formality of the program). Example criteria include: Tenure/experience Knowledge or skill proficiency High-potential or strong performer Training, leadership, or mentorship skills Alignment with development plan Select hosts carefully. Just because an employee is senior or high performing does not mean they will be an effective host. Select hosts who: Embody the organization’s values and are role models within their own teams. Have mentorship and leadership skills or an interest in developing them. Have capacity to host and support the shadower .

11. Communicate the job shadowing program For formal job shadowing programs, share a high-level program overview with the whole organization. Include: Selected employee segment(s) Roles that have been identified as being eligible to participate in the job shadowing program as hosts and shadowers. Frequency & duration Frequency of job shadowing and selection of new participants. Duration of job shadowing sessions, based on the program’s purpose. Participant sourcing How to express interest or be referred to be a host or shadower. Requirements to inform or request approval from manager to participate. Participant selection criteria Minimum eligibility requirements employees must meet to be selected to participate in the job shadowing program as a host or shadower. Program management Who will coordinate the program and their responsibilities (e.g. the program coordinator). Manager, shadower, and host responsibilities. Use McLean & Company’s Craft an Internal Communications Strategy to plan communications for a formal program. Use McLean & Company’s Communication Channels Catalog to select appropriate communication channels.

12. Prepare job shadowing program participants Advise participants of their responsibilities and share best practices for each role to ensure an effective learning experience. The program manager or employees’ manager is responsible, depending on the formality of the program. Prepare hosts Share responsibilities. For example: Speak with the shadower to understand their goals and areas of interest. Prepare an agenda for each job shadowing session and outline tasks for the shadower to practice performing (depending on the type of job shadowing). Work with their manager to identify any confidential information that cannot be shared with shadowers. Share best practices. For example: Provide narration when completing tasks to explain the actions being taken and the rationale behind them. Always supervise shadowers closely if they are practicing tasks or skills. Allow time for discussion and questions in the agenda. Communicate when it is appropriate or preferred for the shadower to ask questions (e.g. avoid asking questions during a specific task). Prepare shadowers Share responsibilities. For example: Communicate expectations and s hare goals with the host. Take notes during observation and Q&As with the host. Be aware of the session agenda and discuss with the host if any tasks are missing that would be beneficial for development. Share best practices. For example: Actively engage with the host when appropriate rather than simply observing (e.g. ask questions, practice performing tasks/skills). Avoid asking questions or interrupting when the host is performing a task that requires a high level of concentration. Keep in mind how lessons learned can be applied to their current role or future career plans. Prepare all parties Check in with the host’s and shadower’s managers to confirm approval and outline support required from the manager (e.g. planning coverage for shadower's duties, coaching, scheduling). Facilitate an introduction between the host and shadower and confirm schedules and locations. Plan frequent check-ins to connect with hosts, shadowers, and managers throughout the job shadowing program. Provide additional guidance, ensure shadowers and hosts are managing expectations, and uncover any concerns. Check in with managers about impacts on hosts’ and shadowers’ performance in their primary roles and address as needed.

13. Provide support for post–job shadowing activities Plan to continue to support hosts and shadowers after the program is complete. Ensure shadowers and hosts are recognized for their participation and that managers provide support for shadowers to continue growth and development and implement what they’ve learned. To support s hadowers, encourage managers to : Discuss their experience and provide support that aligns with the job shadowing program goals. For example, if the goal is skill building, the manager should discuss the employees’ current skill level, assess if additional learning opportunities are required to further build the skill, and discuss how the employee can practice the skill in their current role. Provide an opportunity for shadowers to share their updated career goals and provide coaching on next steps if the employee expresses interest in a particular role. Evaluate whether it’s appropriate or beneficial for the shadower to share their lessons learned and experience as a participant with the rest of their team. Identify additional learning and development programs for the employee to participate in. Encourage reflection on their experience and identify ways to incorporate lessons learned into their current role. Ensure participation is documented to inform future opportunities (e.g. update employee skill profiles, performance reviews, succession plans). To support hosts, encourage managers to: Debrief with hosts and discuss how their participation connects to personal or career goals or competency development. Ensure participation is documented as part of the host’s performance review and that new leadership and mentoring skills are recognized. Evaluate whether it’s appropriate or beneficial for the shadower to share their lessons learned and experience as a participant with the rest of their team. Discuss interest in participating in the program as a host or shadower in the future.

14. Collect feedback to continuously improve formal programs Gather feedback from all parties Collect feedback from hosts, shadowers , and managers during check-ins and at the end of the job shadowing program. Use conversations or surveys to collect feedback. Develop questions that align with the purpose and goals established for the program. Sample questions include: Shadowers Did the experience provide a realistic and helpful preview of the job? Did the job shadowing program help you develop new skills or knowledge that will be useful in your current role? Do you have a clearer understanding of internal career opportunities? Would you recommend this program to a colleague? What would have improved your experience or made it more valuable? Hosts What challenges did you experience while hosting a shadower? What benefits did you get out of the program? Did you feel adequately prepared to host the shadower? What would have helped you feel more prepared? Would you participate in the program again as a host or shadower? Managers Did you experience any critical decreases in productivity from individuals participating in the program? Are there any changes that would help reduce challenges for participants balancing the program and their primary roles? Determine if program goals were met Assess progress toward goals by measuring the selected metrics and reviewing the qualitative feedback collected from shadowers, hosts, and managers. Tip: Ask hosts and shadowers to share their experience through testimonials once the program is implemented. Leverage testimonials for future communications to source participants.

15. Use additional resources to build a formal program Edit the following McLean & Company job rotation tools to support the job shadowin g program: Job Rotation Interview Guide Assessment Template to organize interview questions to help select participants. Update questions to reflect job shadowing and the requirements to participate in the program. Job Rotation Plan Assignment Template to set clear expectations between the host, shadower, and managers. Update language to reflect job shadowing. Job Rotation Performance Development Plan to help the shadower outline their expectations and set development goals. Update language to reflect job shadowing. Job Rotation Tracking Tool to plan and manage the program and keep track of employees involved. Update language to reflect job shadowing and remove tabs as required (e.g. remove the interviews tab if they’re not being used for selection).