One sentence that will make new employees fall in love with your organization

It’s human nature to have a deep-seeded desire to be needed. Wanted. Valued. In several talks and workshops, I’ve used Maslow’s Hierarchy of Needs as an example of how we should be considering the needs of our new employees as we develop and implement onboarding strategies. Of course, it is critical to focus on the business needs in our programs, but when we focus all of our energy into driving business results, we are blind to the relationships that we might be neglecting; relationships that must be nurtured if we expect to drive any results whatsoever.

Old Abraham Maslow would be so proud to know that I’m getting so much mileage out of this…let’s take a look at a simple version of his famous Hierarchy model:

Hierarchy of Needs

Now, let’s think of it in terms of a new employee’s first experiences with your organization:

Hierarchy of Needs - onboarding

If you’ve read this blog for any length of time, you’ll know I like to joke and be silly, but you might be surprised how many times I’ve heard stories from people who started new jobs, and no one told them where the restroom was…or where to park…or where to sit….or any number of basic tasks.

For the sake of this post and how lengthy it could become, let’s assume that you cover the first two rungs of the Hierarchy, and your goal is to create an environment that nurtures your new employees and truly welcomes them into your culture. If the ultimate goal is to achieve the top level of the Hierarchy….self-actualization, where the new employee can affirm that s/he made the right decision to work for your organization (because remember, that decision is a two-way street – sure, you may have chosen that candidate, but s/he chose your organization, too!), your new employee needs to feel connected to your organization, the culture, the customer, the hiring manager and his/her immediate team from Jump Street.

Let’s repeat that:
Your new employee needs to feel connected to your organization, the culture, the customer, the hiring manager and his/her immediate team from Jump Street.

(No small task!)

Here is one simple sentence that all hiring managers should say to every new employee on his/her first day that will instantly bond a new employee to the organization, the team and the role:

You were brought here for a reason.

It can be said casually over lunch or coffee. Maybe as the new employee is getting settled at his/her new desk, or in a debrief at the end of the first day. But it needs to be said. Instead of letting a new employee wonder what made him/her stand out against other candidates, or sift through vague interview feedback, just say it. Tell that outstanding new team member exactly what s/he brings to your team, and how much the team is looking forward to his/her contributions.

What this will do for your new employee:

  • It will capitalize on the new employee’s already-high level of excitement about starting the new position and help create an early bond.
  • It will help the new employee understand that even though s/he doesn’t know the ropes yet, his/her perspective, past experience and potential will add value to the team.
  • It will give a warm-fuzzy feeling….and most will admit, it’s just nice to hear.

 

Bottom line: When studies suggest that as much as 87% of new employees are not fully committed to an organization for the first 6 months, and the costs of recruiting, replacement and retraining are excruciatingly high, shouldn’t you use every available opportunity to weave that employee into the fabric of your team and organization?


 

Will you be at the ATD International Conference & Expo in San Diego next week? If so, I’d love to connect with you! Drop me a note and let’s find a few minutes to chat!

 

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3 Foolproof Ways to Blow New Employees Away on their First Day

Another new year is upon us, friends! 365 blank calendar squares where we can make a difference, add value, build connections and drive results. The promise and possibility of that is motivating to me, despite years and years of abandoned new habits and rarely worn gym clothes, since I’m not much of a “resolution” kind of gal.

If your team is like my team, the new year also means gearing up for the first New Employee Orientation of the year. Will you be kicking off 2018 with the same-old-same-old orientation experience, or is this the year you make some changes?

If you are looking to ease into some changes to your organization’s onboarding program, something that will generate a positive reaction (without breaking the bank!), a simple place to look is the welcome experience your new employees receive on their first day. Here are 3 incredibly simple….like, “Why didn’t I think of that?!” simple…tactics to make your new employees’ first day memorable and make them excited to return for Day #2.

Foolproof Tactic #1: Roll out the red carpet…..literally.

When you make a hiring decision, it is crucial to remember that the decision is two-sided. Your new employee is also choosing YOU, including the hiring manager, the team he will be working alongside, the role/title, the organizational culture and the work itself – only having seen or experienced a tiny bit of it before his first day. Help put his mind at ease from the moment he steps foot in your lobby, and confirm that he made the right decision by accepting your offer.

The concept of “rolling out the red carpet” may be cliche, but it is long-associated with top tier events – movie premieres, high society galas and other glamorous gatherings. Giving your new employees the VIP treatment is a fun way to ease first-day jitters and bring a smile to his face.

And the best part? You can order one on Amazon today and have it rolled out before the new year! Check it out:

https://www.amazon.com/Hollywood-Themed-Carpet-Runner-Decoration/dp/B006U3ZRPE/ref=sr_1_2?ie=UTF8&qid=1514579129&sr=8-2&keywords=red+felt+carpet+runner

 

Foolproof Tactic #2: Involve your C-suite (a little or a lot)

Even the busiest executives should have some face time with your newest team members. Even a 15-minute meet-and-greet session sends a message to new employees that your leaders support onboarding, are committed to their immersion and success and are eager to get acquainted with them, which is an important factor in new employee engagement.

Granted, in our global culture, remote onboarding may prevent some, perhaps all, face-to-face encounters. Here are several ways to involve your senior leaders, both in person and from afar:

  • Kick off new employees’ first day with coffee and/or breakfast with your CEO while s/he shares his career story and provides a welcome and company overview.
  • Record a short video of your CEO or other key executive in advance welcoming new employees to the team and text it to them one hour before their official start time. Update the video annually or as specific initiatives/goals/success stories evolve.
  • Have your executive hand-deliver a name tag, uniform, or fun swag items with a handshake and a warm welcome.
  • With permission, include a stop in your executive wing on a building tour.
  • Invite the CEO to participate in a Google Hangout/Skype chat with new remote employees on their first day.
  • Leave a handwritten card on the new employee’s desk (or mail it to a remote employee’s home to arrive on his/her first day).

 

Foolproof Tactic #3: Make a game of it.

Interactive learning games can be an extraordinary way to engage new employees, build connections and create a memorable environment. Here are a few ideas, based on simple mainstream games, that might jump-start your creativity. Need more inspiration or want to develop something more customized? Check out the book Play to Learn by Sharon Boller and Karl Kapp…so good!

  • Was it your CEO, in the Employee Lounge, with the candlestick? Turn a ho-hum scavenger hunt into an interactive take on the game Clue! Distribute clues/company facts on cards throughout the day – new employees can use the clues to solve a mystery, identify company employees and learn helpful information.
  • Poker, anyone? As leaders and other employees participate in Orientation on the employees’ first day, they can distribute one playing card to each new employee. At the end of the day, the best “poker” hand wins a small prize!
  • Make your org chart come alive! Attach headshots of company leaders and other key employees on cardstock with clues about their name, characteristics and role. Asking yes-or-no questions, players identify which employee is on the card, à la Guess Who?.

 

Whatever your onboarding goals may be for 2018, hopefully these simple, foolproof tactics will serve as inspiration to help you achieve them and truly blow your new employees away! Need assistance developing a results-driven onboarding strategy for your organization? Let’s talk!

Cheers to your organization’s success and prosperity in the new year!

4 Tips for Increasing Authenticity in your Onboarding Program

 

For several years now, I have had the (insanely fun) opportunity to consult with organizations and speak at conferences about the need for strategic, impactful onboarding and improving the new employee experience. I’ve had conversations over countless cups of coffee with HR leaders, training facilitators, talent development professionals and other industry friends about how to develop or reshape their organization’s onboarding program. Inevitably, the question arises:

I just want our onboarding program to be like yours! Can you just share your materials so I can use them?

(“Yours”  = the day job)

It’s true, our team has implemented an award-winning, internationally-recognized, results-minded onboarding program that has been the cherry on top of our Organizational Development sundae. And, yeah….I suppose I COULD just hand over our agenda, slide decks, templates and resources for you to plug-and-play at your day job.

But you would be lacking something. Something important. Something that your new employees and stakeholders would surely feel.

Your program would lack authenticity. 

Sure – imitation may be the sincerest form of flattery, or so the saying goes. And perhaps certain elements of one company’s program could be integrated seamlessly into yours. I don’t claim that any of our organization’s onboarding program is unique by itself, but rather the intention, support and consistent execution coupled with innovative methods and a laser-focus on driving results are what truly determines our program’s long-term sustainability and success.

But as a longtime Talent Development geek professional (maybe I had it right the first time?), I know perfectly well that we all beg-borrow-and yes, steal ideas from each other all. the. time. The concept of idea-sharing is the very backbone of this blog, and so many others! So, how can you leverage some awesome ideas from other programs while ensuring yours is authentic? Here are 4 tips:

>> Don’t force it.

Maybe you learned about a super-cool idea that a colleague has implemented, and want to include it in your own program. Before jumping in immediately based on the cool factor, consider these factors to ensure relevance for your audience:

  • What is your colleague’s industry?
  • What are the employee demographics, schedules, geography, age and skill level?
  • What size is their organization?
  • Is it realistic for your program?

Ensuring that activities, events or other onboarding elements are a good fit are necessary to prevent content from feeling forced or misaligned with the audience.

>> Showcase what’s special.

What is unique about your organization or culture? Help your new employees forge a connection to the company, the team and their new roles. Maybe it’s the end-of-quarter Mimosa Monday celebrations, the annual Habitat for Humanity build or a commitment to diversity and inclusion. Find ways to share what your organization is doing, and how new employees can jump in and get involved.

And while you’re at it….

>> Who are your storytellers?

Whether it is your CEO personally welcoming your new employees on their first day, engaged employees sharing their personal experiences or hearing success stories from loyal customers, identify your raving fans and make their stories come alive during new employees’ crucial first days and weeks on the job. Deepen their attachment to the organization through a balance of relationships and results.

 

>> Align to your values

Someone once told me, “The only mission statement that matters is, ‘Have fun and make money.'” While a shred of that may hold true for most organizations, there are typically core values that serve as a compass for how organizations do business and make decisions. Aligning the content of your onboarding program with those unique drivers will help new employees embrace those values in their daily performance – both in those early weeks and months on the job, but also throughout their tenure with your organization.

 

There you have it, friends….beg, borrow and steal all the ideas you want, but make sure they make sense for your organization and people, and then make those ideas your own. Like spotting a bad toupee or a knockoff handbag from a street vendor, new employees can tell when a message isn’t genuine. And if they don’t figure it out in their first days on the job, they’ll discover it soon enough, which could put their long-term engagement and potential success on shaky ground.

Now, it’s your turn:

How do you ensure your new employees receive an authentic experience during their early days, weeks and months on the job? Please add a comment to share your ideas!

 


 

Wanna work together in 2018?

Between the launch of my book, Talent GPS: A Manager’s Guide to the Employee Development Journey, speaking engagements and consulting projects, 2017 has certainly whizzed by in a blur….and things are quickly ramping up for 2018. If an onboarding overhaul is on your to-do list for the coming year, let’s talk.

Now booking onsite workshops, retreat facilitation, conference sessions and more – availability is limited, so reserve your spot now!

 

 

 

5 Must-Capture Onboarding Metrics to Prove Your Value

onboaring-program-metrics
We all know the old saying, “If a tree falls in the forest but no one is there to hear it, does it make a sound?” Our onboarding programs are no different. If our data doesn’t tell a story about our program’s success, how much value is truly perceived? 

At the day job, I’m currently in the throes of working on our 2017 Training Magazine Top 125 application. We were honored to be included on the 2016 list, and we’re using the valuable feedback we received to make our application even more compelling this time around.

I recently read Will Thalheimer’s terrific new book, Performance-Focused Smile Sheets – if you haven’t read it yet, I’ll wait here patiently while you click on the link and ORDER A COPY RIGHT NOW. 

**cue hold music**

Okay, I’m assuming you took my word for it and ordered the book. When it arrives in a few days, clear your calendar…you won’t be able to put it down, and you will immediately want to start re-imagining your Level 1 evaluation process. Trust me on this one.

I digress.

The timing of reading Mr. Thalheimer’s book and beginning the arduous Top 125 application process have mind swirling over the importance of measuring the success of learning programs – beyond Level 1. Whether you are hoping to deepen the footprint of new employee learning or a training program, jockey for additional headcount or even position yourself for a promotion, you need data. Data becomes the plot of a page-turning story of how your program is making a difference – both quantitatively and qualitatively – in your organization.

And, friends, you need to tell that story in the language that resonates with your company’s decision makers. 

That language? Business results. Outcomes. Money. Even for you folks in a non-profit setting.

True, a comprehensive measurement (and any good story, for that matter) needs to balance “the head and the heart” – you need qualitative data (heart) to balance the quantitative (head). In order to prove tangible value to the company, you must look closely at WHAT your program can impact. HOW it can impact. WHO it impacts. Start with the end in mind.- why do you need this program?

If you are looking to develop a new onboarding program, or refine the processes of an existing program, here are 5 metrics that, depending on your organization’s priorities, can help you get started on your way to a data-driven success story:

1. Reduction in attrition – How long are employees staying with your company? We all know that it costs significantly more to recruit, hire, onboard and train employees than to retain, continually develop and (hopefully) promote internally. Partner with your Talent Acquisition/HR team to benchmark your current attrition rate and measure it over time. This can also be a springboard for more robust Employee Engagement metrics. Does your organization participate in a “Best Places to Work” program in your community? A solid onboarding program can certainly contribute to an engaged workforce.

2. Reduction in time to productivity – How long does it take a new employee to be “up to speed” on systems, processes and procedures? Time is money. Work with your hiring managers to identify the current timeframe for new employees to be fully productive, align your program accordingly and set a goal to shave some time off. Ongoing hiring manager surveys can be an easy way to capture feedback and needle-moving.

3. Increased sales in the first 30/60/90 days – Sales – whether new business, upselling or cross-selling, renewals, or whatever products or services that sustain your business, are the lifeblood. Enable and equip your new sales employees with the proper tools to be successful, and monitor their performance during the first months on the job.

4. Reduction in errors/accidents among new employees – It may be system errors, data entry errors, cash handling errors, shipping errors, customer fulfillment errors, on-the-job accidents or any number of other factors that impact employee safety and risk, business production, profitability and customer service. Everybody messes up once in awhile, particularly when navigating a new job. However, errors cost money (and remember…money is the native tongue of the decision makers). If you are able to meet with key leaders in your organization, this is a great topic to discuss. Ask them which employee errors keep them up at night – what has the most significant impact on the business? Seek opportunities to lower these erroneous incidents – this should be a priority during new employee training.

5. Improved customer satisfaction scores – This should be a given, but unfortunately it is often overlooked. If your new employees are customer-facing (heck, even if they’re not), are you helping them establish a direct line of sight to the customer experience from Day One? And are you providing managers with tools to help them maintain that line of sight with their teams beyond New Employee Orientation? It is critical that new employees know how they impact the customer experience, whether it is directly or indirectly. Clearly communicating your organization’s commitment to your customer, as well as setting service expectations and empowering new employees to take care of customers is essential for long-term success. Customer-centric organizations recognize, prioritize and measure this as part of their onboarding process. 
If you are not capturing this data, trust me – someone is. Make that person your new BFF. Find a link between onboarding and these a metrics.

The more connected your onboarding program is to your business processes and priorities, the clearer your data-driven story becomes, and the easier it is to demonstrate the value of onboarding. It becomes a competitive advantage for your organization, but also your competitive advantage as a leader and trusted advisor WITHIN your organization. 

>>> Your turn: How are you communicating the value of onboarding in your organization? Share your best tip in the comments below!

>>> AGILE ONBOARDING DESIGN: THE WORKSHOP – coming soon!

Is your organization planning to develop an onboarding program for the first time? phase(two)learning can help! In a 2-day workshop, learn how to utilize principles from agile software development to rapidly build the frameworkfor your new onboarding program!

Contact us to learn more!

Are we still onboarding like it’s 1999?

prince-party-like-its-1999
As far as headlines go, Prince’s recent death is hardly breaking news at this point. Several weeks have now gone by since his untimely, tragic passing. Having grown up in the 1980s, Prince’s music was the soundtrack of my youth. It was such a shock to learn that this original, talented individual is no longer with us.

Recently, I was walking through a used bookstore and came across this little gem:
New-Employee-Orientation-book-circa-1988
I realize this hardly looks like a current resource, but I was intrigued and a little amused by my discovery of this relic. For $3.48, I was willing to find out if it was any good. SOLD.

What does this have to do with Prince? Well, let’s call this post a subtle nod to the Purple One himself. Based on this book, are there any recommended practices in this book that have stood the test of time? Is it all antiquated garbage?

Or are we still onboarding like it’s 1999? 

Disclosure: This book was actually published in 1988….so here are a few little nuggets from a time somehwere between Raspberry Beret and Batdance:


Page 6: “All members of the new employee’s ‘team’ should be encouraged to attend Orientation. They should be coached to go out of their way to make the new hire feel welcome. Nothing is worse than an insincere gathering where ‘veterans’ talk with each other and exclude the newcomer.”

Verdict: Stands the test of time (well, pretty much).

Clearly, the importance of making a new employee feel welcome is not new. And yes, co-workers and other stakeholders should all be coached in the importance of the role they each play in onboarding a new employee. The biggest difference to note here is the feasibility for EVERYONE on a new employee’s team to attend Orientation. While that would be awesome, distributed, global workforce often prevent this from happening. Advice? Take advantage of technology to connect the dots between global, remote and office-based employees.

Sidenote: Obviously, I used a direct quote from the book…I never, ever refer to a new employee as a ‘new hire.’ You may have read my thoughts on the subject, but in case you haven’t…here you go.


Page 32: “One mistake is to avoid trying to cram everything the new employee needs to know into the first day. Schedule the orientation over several days. Give each employee enough time to assimilate new information in a way that is meaningful.”

Verdict: Stands the test of time.

Orientation, in itself, is an event. Onboarding is a process. While this book focused solely on “New Employee Orientation,” it goes without saying that Orientation is an essential piece of the Onboarding puzzle. And no, all of the necessary information should not be thrown at new employees on their first day. On Day #1, even the smartest, quickest-learning professional is just trying to remember everyone’s name and where to find the restroom. For your 21st century Orientation program, introduce tech tools and other self-directed resources where applicable to extend the learning and discovery beyond the walls of your training room. Establish an assertive, yet realistic pace that meets both learner and business needs.

Page 34: “As a supervisor, you are responsible for getting things started during Orientation. It is not the responsibility of a secretary or another employee to do your job. They may be involved, but the new employee should not be assigned to anyone until you have made the initial contact and established a plan for the day.”

Verdict: Mixed feelings.

Yes. The relationship with the hiring manager is the single most important relationship that a new employee needs to establish and develop when starting a new job. And yes, that hiring manager should take ownership of the process. But logistically, this should be a partnership between a variety of stakeholders who bring something important to the onboarding table: Human Resources, Recruiting, IT, Learning/Talent Development, Executives and a host of supporting players impact a new employee’s early experiences with an organization. Leverage the perspectives of your onboarding stakeholders to enhance your program.
In summary, the book was actually pretty good. More relevant than I anticipated, and it even had some handy checklists that could easily be updated and repurposed. Not a bad $3.48, if you ask me.

Thank goodness for modern practices and technology! We’re able to start with a solid foundation for creating a welcoming experience for new employees, like outlined in this book, and build upon it with all the resources and amenities we have at our fingertips today. We don’t need to onboard like it’s 1988 – or 1999 – or even 2006 anymore.

Your Turn: What longstanding onboarding practices and traditions have stood the test of time at your organization? Leave a comment and share!

When does onboarding become too much of a good thing?

paris-love-locks
Ah, c’est l’amour.

For several years, countless tourists in love made a pilgrimage to the Pont des Arts bridge in Paris to pledge their undying devotion by attaching a padlock, a “love lock,” to the metal grating on the bridge.

So. Many. Locks. 

The love lock tradition has spread to a number of other cities around the world. Like the Brooklyn Bridge in New York City:
love-locks-brooklyn-bridge
I saw the Brooklyn Bridge locks last summer when I was in New York with the family. Even enterprising street vendors were trying to capitalize on bridge-crossers in loooove by selling padlocks along the bridge. It’s definitely a thing.

The idea of love locks has brought mixed reactions among Parisian tourists and locals. Some saw it as a romantic gesture, an homage to everlasting love….others, including preservationists and city officials, saw it as a cluttered mess, ruining an otherwise historic landmark. Last year, an estimated one million locks were cut from the Pont des Arts bridge, thus ending the Love Locks tradition.

What started out as good intentions – a sweet gesture – quickly spun out of control.

If we’re not careful, the same thing can happen with our onboarding programs. We invest time, energy and resources into creating a memorable experience for our newly-hired employees – but without proper management, even a great “idea” can go awry.

Be aware of these red flags…does your onboarding program:

  • Focus on training, rather than on performance?  Spending too much time “teaching to the test,” or mastering hypothetical, simulated content, instead of preparation for real-world experience can be risky. Ensure that your content is aligned to the true working environment, and that there are ample opportunities for application and assessment.
  • Have too much show, but not enough substance?  We want our Orientation and onboarding experiences to be pleasant. We want our new employees to enjoy themselves and have them walk away feeling they made the right decision in joining our organizations. Free lunch! Scavenger hunt! More swag! All good things. Just ensure that the fun elements have purpose. 
  • Set unrealistic expectations of how amazing your organization is? Onboarding is a process that bridges the gap between the sometimes-idyllic first impressions set during the recruitment and pre-boarding process and the reality of everyday life in the company. If your new employees are pinching themselves because things are just too perfect, beware. Showcase your organization’s strengths, but keep it realistic.
  • Encourage long-term reliance on a training facilitator, rather than a supervisor, peers and resources?  In cases where “new employee training” lasts several days or even weeks, training participants often look up to their primary training instructor and view him/her as an expert. While that may be true, it is important for the primary focus to shift away from the training environment and move toward the job environment. Make an effort to enable new employees to utilize self-directed learning resources, leverage peer coaching, participate in on-the-job training and (most importantly) build a solid relationship with his/her direct supervisor.

Having a hand in the new employee experience is a privilege. Creating an experience that balances learning, engagement, immersion, relationship building and yes, fun, requires thoughtful planning and ongoing attention. Just like the locks prevented visitors from experiencing the beauty of the bridge, don’t let your organization’s heavy “locks” outweigh the value your program adds.

Your turn: What are you doing to make that experience a memorable one in your organization? Share your tips in the comments below!

The easiest tweak you can make to your training and orientation programs…

stocking-up-on-classroom-candy
How many of you put out candy for training attendees? I know we do at the day job…in fact, the photo above is a shot of my cart on a recent stock-up trip at my local Sam’s Club. Even when the cost of doing business continues to soar, this is an expense that we have curbed, yet kept.

Why?

Because people like candy.

Before the workplace health and wellness fans start to worry, we also provide fresh fruit and some considerably less-exciting snacks like granola bars and trail mix.

Until I attended a recent conference, however, I didn’t give much thought to the bowl of candy that graces our training tables. Then, a tiny little tweak transformed a simple snack into a learning tool.

I promise you now, whether you are a long-time phase(two)learning follower or this is the first post you’ve read, this is worth the price of admission. Which, frankly, is free…so what a deal, amiright?

Check this out:

tech-tip-on-candy-wrapper

Whoa! Mind. Blown.

How simple is this? All that is needed is candy or snacks, a package of printable adhesive labels and some tips or ideas to share to your participants.

Granted, I’m sure I’m not the first person to “discover” this little nugget, but in over 20 years of teaching and facilitation, somehow it’s new to me. Regardless, it got me thinking….how else could we use this easy tip in training or Orientation programs? Here are 8 beyond-simple ideas:

  1. Provide the URL for your organization’s intranet, wiki, or other learning sites.
  2. Share the Twitter handles for influential, must-follow people in your organization or industry.
  3. Post can’t-miss dates – like when your benefit paperwork is due.
  4. Distribute your company’s IT Help Desk email or phone number.
  5. Share interesting trivia about your organization’s history. (Bonus: Have participants piece together the trivia into a timeline!)
  6. Introduce your company’s mission or purpose statement. 
  7. Solicit simple, one-sentence quotes from other employees – tips on how to be successful at your organization
  8. Share “Fact or Fiction” statements about your industry, organization, products/services, etc. Have participants stick (literally!) the wrappers under one of two columns on a flip chart (“fact” or “fiction”). As the candy is consumed throughout training, the columns will grow. On the last day of training, see how accurate everyone’s guesses are!

Honestly, I could probably come up with a dozen other ideas…there are so many creative possibilities for this one!

Your turn: Have you used this type of interactive element in your training sessions? What tips have you communicated? And most importantly, what is the must-have candy in YOUR candy bowl?