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On-Boarding


"US and UK employees cost businesses an estimated $37 billion every year

 because they do not fully understand their jobs."

International Data Corporation


How effective is your On-Boarding process; is it achieving the goals for which it is designed? Is it an integral element of your organization's desired culture?


How consistent is the process? How engaged and reliable are the people who are part of executing the process?





The definition of the On-Boarding function of talent management varies from organization to organization, from one Talent Management system to another. The major difference is whether initial job specific training is included in On-Boarding or Learning & Development. In talegence, initial job specific training is part of the On-Boarding function of Talent Management. Continuing job specific training is part of the Learning & Development function of Talent Management.


The primary purpose of On-Boarding is to get people new to a job up to speed or productive as efficiently (timely and effectively) as possible and to reduce the "revolving door" syndrome.  It addresses people that are new to the company and movements by people who are already employees/


This includes helping them to feel comfortable with the culture; understand how business is done in this organization; learn the expectations of their roles and how their roles fit in with the mission and direction of the organization, department and team; learn where they can go to get help; and develop core competencies that are to be practiced throughout the organization.


The On-Boarding process includes a variety of activities such as: face-to-face group meetings, on-line work, one-on-one mentoring and coaching, observations, simulations, writing assignments, individual and group projects, readings, and videos. Through talegence's Learning Maps it can be done in phases, based on priority, over a longer period of time. And, much of it is scheduled by each individual but measured by the system, which facilitates learning at a pace best for each individual.






Mentors and coaches are critical elements of the process. The designer of talegence authored a mentoring program for WINGS: Women In New Growth Stages that won a national award from the Business Women’s Network in Washington, DC. Over a five year period greater than 1200 successful mentoring relationships formed around the world from Columbus, Ohio to South Africa.


The use of Mentoring in On-Boarding is twofold:


General Mentoring – Aid in socialization; provide ongoing guidance or insight about the organization’s culture (including specific   people) or how things are done here; provide a general support mechanism; aid with specific problems as they arise; find and  access resources; provide “friendly” assessment of performance; aid in career management

Talent Development Specific Mentoring – Mentors who are SME’s (Subject Matter Experts) in the “Core Organization Wide  Competencies” such as Teamwork, Statistics, Problem Solving, Customer Service, and Planning can be engaged in the initial  and ongoing development of these talents. In addition, they may be used to verify that participants achieved the talents and at  what proficiency level they performed.


Mentors become part of both formal and informal learning processes. Numerous studies in the last twenty years have indicated the many benefits of mentoring such as:

Accelerate on-boarding

Increase productivity

Enhance knowledge management

Reduce turnover


As a result of Hunter Douglas upgrading its brief orientation process into a thorough process supported by mentors,

its six month turnover rate improved from 70% to 16%.

Keith Hammonds, "Why We Hate HR" Fast Company


And, talegence's certification process for mentors enables the identification of mentors through the use of criteria; criteria that can be align with specific needs such as Socialization or Cultural Acclimation Mentors and Talent SME Mentors. And, Mentors is a transparent element of talegence, which enables everyone Mentor search capabilities at any time.






Fully engaged (motivation and commitment levels) employees outperform partially engaged employees by 24% (Blessing White consulting firm) and are five times less likely to leave (Gallup). The “Align & Engage” components of On-Boarding begin to build the engagement level of employees by aligning and engaging them relationally and functionally. Samples of what these include:


Align to:

Organizational Orientation & Context

Organizational Events & Decisions

Individual to Organization

Individual to Work Team

Work Team to Organization

Individual to Job Description   


Engage in:

Feedback

Support & Motivation

Trust & Inclusion

Team-Building

Information Systems

Operational Procedures

Compensation Policy

Recognition Practices

Career Path & Advancement






The primary categories of On-Boarding include:


Initial Administration

Socialization & Acclimation

Initial Align & Engage

Development of Core Organization Wide Competencies

Organization Resources

Initial Development of Job Specific Critical Competencies

Engage the power of talegence!