New hire learning curves can be expensive, so the Global Human Resources Outsourcing (GHRO) team took a look at some recent research about ways to properly “onboard” new employees for optimum results.
Aberdeen Group recently published findings on the impacts of learning during onboarding and the early stages of the employee lifecycle. The report “Accelerating Time to Performance” by Mollie Lombardi, research director of Aberdeen’s human capital management practice, makes the argument that effectively training new staff members can increase their level of execution, as well as encourage retention.
Reports Aberdeen’s Lombardi:
“Time is money, as the old saying goes, and companies today can ill afford to waste either when it comes to bringing a new hire up to speed. Learning plays a critical role in transforming the onboarding process from an exercise in efficient tactical execution to an experience that accelerates performance, builds engagement, and fosters a sense of connection between new hires, their managers, and their team. This Insight will examine how learning in the onboarding phase of the employee lifecycle can improve time-to-productivity and set the stage for long term excellence.”
Research is also money, of course, so interested parties can purchase “Accelerating Time to Performance” from Aberdeen for $399. Click here for more details.
Fortunately, HRO Today has summarized the report in an article titled “The Need for Speed.
Onboarding typically includes a few different elements: benefits enrollment forms, orientation, socialization and culturalization. The report notes that forming strategic connections makes onboarding part of a broader learning and development strategy, rather than a tactical state of recruitment. Also becoming increasingly popular, as shown by 64 percent of respondents, is enrollment of employees in learning and development programs, which is now being included more often in the onboarding process.
According to the Aberdeen report, onboarding typically begins with three top objectives:
- Better assimilation of new hires into company culture (66 percent of respondents)
- Getting new employees productive more quickly (62 percent)
- Improvement of employee engagement (54 percent).
Training is a key component to getting new hires up to speed. The more quickly that new employees understand business goals, the happier both hiring managers and customers become.
“Learning is an important part of onboarding,” Lombardi says. “Organizations should focus on goal setting and helping employees understand the resources that are available to them to achieve those goals.”
by admin on Jan.21, 2010, under Abritration, candidates, disciplinary action, discipline in the workplace, Dispute Resolution, due process, employee discipline, Employee Free Choice Act, Employee Lawsuits, employee relations, employment, GHRO, Human Resources, National Labor Relations Board, progessive discipline policy, progressive discipline, Uncategorized, Workers Comp, workplace due process
Our notoriously litigious society has made it a continuous challenge for employers to defend themselves from “sue-happy” employees. It has become far too easy for employees to sue their employers and as a result many employers are increasingly apprehensive about taking the necessary steps to address disciplinary actions.
HR managers are typically the “progressive discipline gurus” of a company, but let’s not overlook one major detail. Line managers need to be just as proficient in progressive discipline procedures since they are the key discipline agents. In essence, line managers should be viewed as an extension of HR management when dealing with disciplinary actions. There are a few fundamental elements of workplace due process that can improve the employer confidence in taking the appropriate disciplinary actions when needed.
First, in an appropriate, safe atmosphere the employee needs to be informed of what the problem is and what efforts can be taken to rectify the situation. Second, the employee needs to be given the opportunity to fix the problem within a reasonable time line. Lastly, the employee needs to be aware of the consequences if he or she does not show noticeable improvement. These disciplinary actions appear to be reasonable and logical, however, this is far easier said than done, which is why we have progressive discipline procedures.
The strategies of progressive discipline, shifts the sole responsibility for improvement away from the company and toward its employees (where it rightfully belongs). The way to do this is by meeting the employee half way to show equitable accountability for improvement.
How can employers meet employees half way? Well, for starters, there must be a progressive discipline policy in place that provides a clear systematic uniform approach to informing an employee of his or her unsatisfactory performance and/or conduct.
Progressive discipline counters the notion of at-will employment. The concept that employees may quit their jobs at anytime and employers may fire employees at anytime for any reason is a mere delusion of at-will employment even during the so-called “probationary” period. In my humble opinion, having a probationary period is a moot point since employers must still show cause for the termination if they are being sued during that time period.
Well-documented written warnings showing the employer’s intent of meeting the employee half way is the responsible way an employer can demonstrate their use of greater due process. Integrating a progressive discipline system will improve the confidence and skills of line managers to properly address situations that require disciplinary actions.