Proces on-boardinga, ki vodi k boljšim rezultatom podjetja

Excerpts and guidelines from the Employee Experience meeting

The title of the fourth meeting of Claus Møller Consulting partners “You never get a second chance to make a good first impression” perfectly sums up the main message of the workshop we conducted two weeks ago. The integration of new employees into the company is a process that must be perfectly prepared and completed, as it brings a lasting impact on the employee’s commitment and also on the company’s bottom line result.
 
The dynamic workshop and presentation of practices and experiences was led by Alberto Platz, Head of Human Resources at Swarovski. Once again, the meeting was full of mutual learning, networking, exchange of experiences and sharing important content. You are invited to join us next time – receive notification of the event .

Why is on-boarding so important?

On-boarding is a critical point in an employee’s life cycle. It is the process of involving and promoting new team members, whether they come from the organization or outside. It is also a process by which employees acquire the skills, knowledge and behavior by which they eventually become effective co-creators of a company’s success. The process of integrating a new employee begins well before the first working day and has a decisive influence on the dedication and motivation of the employee, which Alberto Platz also showed through research at Swarovski.

According to the Society for Human Resource Management (SHRM) ( source ), finding and integrating a new employee costs an organization as much as 6 to 9 monthly salaries. So the stakes are high. At the present time, when the labor market has become very demanding and the need for higher productivity and efficiency of employees is becoming more intense, this is certainly one of the most important topics for the development of a company in excellence.

For companies, the fact that the fluctuation in the first 18 months of employment is up to 50% is worrying. Employees who leave the company after a short employment burden the organization and leave behind a high pressure on existing resources as well as on the final financial result of the company.

On the other hand, effective on-boarding  improves employee efficiency by as much as 15% , according to a Gartner survey ( source ). They also found that busy employees work as much as 57% more effectively and are nine times less likely to leave their jobs.

 

Good on-boarding keeps a new employee committed

According to Alberto Platz,  new employees usually come to the company 5% more busy than their colleagues in the company . After a long search and selection of an employer, they go through the entire recruitment process and appear in a new job in anticipation and readiness. “Isn’t this a great opportunity?” He wonders. “And what do we do with them?” After the first year of employment, their commitment declines below the level of commitment of those employees who have been with the company for more than 5 years.

Imagine a scenario where a new employee comes into a company where no one knows they are supposed to start work that day. He is not waiting for the space where he will sit, nor the equipment he will use, nor the welcome of new employees. The first direction from the right people comes only when the employee has long felt frustration, stress, confusion of the whole process and begins to wonder: “Do they even want me to work here?”

When developing an on-boarding program, we therefore need to take care of the full range of experience that a new employee will have when he comes to our company; both technical and emotional. We need to keep in mind that he will feel the risk on arrival as he comes into the environment and among people he doesn’t know.

By ensuring a clear and well-structured process of employee involvement, you also avoid the poorer effectiveness of everyone in the company on the day a new employee arrives. Once everyone in the company knows what their role is in the arrival of a new employee, the work can proceed smoothly.

 

We need to consider four themes when designing the process

  1. TIMETABLE
    When does the integration process begin and when does it end, and how should it proceed over time?

  2. STAKEHOLDERS
    Who is all involved in the on-boarding process and what are their roles?

  3. CONTENT
    What content should a new employee receive at each step – and when should this happen?

  4. MEASUREMENT
    How should we measure the integration process?

As every year, we write in detail about the entire process and practices of Swarovski in the e-booklet. You are invited to gain insight into creating a great onboarding process, and download the free booklet  here .

The problem in many companies is that with an unfinished on-boarding plan, they turn committed people into  less committed ones  than they were before. According to Gallup, only 12% of employees strongly agree that their organization is efficient and effective in attracting new employees. So how do you make this process really efficient and better?

 

Join the Employee Experience program

With the help of the Employee Experience program, you will make the on-boarding process effective because you will design it with the help of the General Business Excellence model and practical management skills. You will achieve:

  • Adding value.
    The on-boarding process should add value to both the company and the new employee.

  • Developing good relationships.
    There should be feelings / agreement between the new employee and co-workers that they have established mutual trust.

  • Improving loyalty.
    Internal and external stakeholders will become more loyal if the whole process runs smoothly and efficiently. The people involved should have high quality standards. The process should provide complete and clear information. Quality is also a factor of quality. People should be brand ambassadors.

  • Establishing managerial behavior.
    Stakeholders should introduce the new employee to a framework for goal setting, problem solving and communication, which he should also use to develop managerial behavior.

  • Creating and Improving Employeeship Culture.
    All stakeholders involved in the involvement of a new employee should carry out all activities in accordance with the values ​​of the company, represented by both them and the company. This will allow the transfer of company values ​​to the new employee.

With the comprehensive Employee Experience program, you address all of these factors in four steps and improve the efficiency of the new employee engagement process, keep employees committed and committed from first contact with them, and transform them into company ambassadors who will create a great market reputation.

 

What do you gain?

  1. You improve productivity and allow value to be added across all activities, at all organizational levels.

  2. Create a way to build and maintain good relationships with all stakeholders.

  3. You develop and maintain the loyalty of external and internal users of products and services.

  4. You create a culture of managerial behavior and Employeeship in all teams of the organization.

The special feature of the Employee Experience program is that in addition to gaining knowledge with the Practical Leadership seminar, it also includes 7-month mentoring and expert advice and the use of e-tools and programs to implement changes to achieve the best results in your company.

You are invited to read more about  Employee Experience .


Maja Šter ( maja.ster@clausmoller.com ) is a graduate journalist and marketing assistant at Claus Moller Consulting. CMC develops companies, teams and employees in four areas of General Business Excellence: management, productivity, relationships and quality. Follow us on  LinkedIn  and  Facebook  or send us  an e-mail .


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