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CEO EXECUTIVE SERIES! 29 NOVEMBER 2012
© 2012 LRS Group Pty. Ltd. All rights reserved! PAGE 1
Upcoming EventSupply Chain and Logistics Summit Asia 2013
Providing you with the opportunity and know-how to capitalize on Asia’s exponential growth rate and navigate the high risk environment of the Asian supply chain and logistics industry. 8th – 9th January 2013The Ritz-Carlton Millenia, Singaporewww.sclasiasummit.com
Logistics Executive Global News
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Logistics Executive Career Transition Services has been in solid demand since it’s launch earlier this year. Design to ensure a smooth transition for the employee, the programs can be tailored to suit individuals or workshop environments and is helping companies protect their valuable employer reputations and brands. To find out more contact Mr Kim Winter - [email protected]
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Ok, I am sure most line managers who read this will be under a lot of pressure to meet their work targets. In fact most of us find that our day is overshadowed by a list of to do items that never gets done. There are a lot of items each day that are often bumped down that list and are often never seen to. The on-boarding of new employees can often fall into this category. However, the aim of this article is to motivate managers to see the benefits of onboarding and to support this with some simple steps that will make it an easy process to incorporate into their workload.So let’s start with the benefits: It is important for new employees to understand their legal rights and responsibilities, their job function and the basic tools
Why first impressions count. Making the right impact from day one can save time, money and help retain your staff in the long run writes Darryl Judd, COO of the Logistics Executive
TAKING ONBOARDING TO THE TOP OF YOUR LIST NEWS & EVENTS
CEO EXECUTIVE SERIES! 29 NOVEMBER 2012
© 2012 LRS Group Pty. Ltd. All rights reserved! PAGE 2
and facilities of their role so that they can function at a basic level in their position. This is usually carried out by Human Resources in the Induction Process were policies and procedures are covered off so that staff have general parameters and clarification on their new role. Onboarding takes this one step further.Onboarding is about setting up the relationships that new staff will form in their new companies and in this way influencing the culture of the organization by controlling how staff will interact with each other and with other stakeholders in their role. By using onboarding Managers can directly influence how their new staff shape their attitudes about their work. This is incredibly important because it is linked to how staff will perform at work. Studies have shown that there is a direct connection between employee engagement attitudes, work performance and whether an employee stays in their job long term or leaves. It also has impact on the reputation of the Employer Brand through word of mouth.The financial implications are therefore worth considering. On the one hand the investment in onboarding facilitates a happy workforce with staff who show company loyalty and long tenure vs. a workforce were which is negative, lacking motivation and direction and with high turnover. Unengaged employees are very costly to organizations. They present the cost of slowed performance and higher rehiring expenses, not to mention the stress placed on other team members who have to cover for a vacant position due to a staff member who has left or is not performing. It is therefore recommended that the simple steps below be used to develop a great first impression and a positive interpersonal experience for new employees to ensure success. These steps are designed to welcome employees by taking their individual characteristics into consideration. To encourage them to be proactive and to display information seeking behaviors that will help give them develop role clarity and self-sufficiency, acceptance in the team they work in and finally give them a good understanding of the culture of the new organization they are working for.
In a world where finding the great talent is challenge, employers must dig deep and use every avenue available to attract the best people. Interviews are now as much about the employer establishing if the candidate is the right person and do they meet all of the key hard and soft skills, as they have about the candidate want to be “100% sure” that the employer is the company they want to join.There is no doubt about it candidates are smarter and more selective that ever before. They use their networks, social media and contacts to better understand the company they are seeking to join and if the company is considered a good employer.It’s a surprise therefore that company can invest so much in the their attraction program yet, forget the fundamentals of what happens after the ‘first and second date’.A basic Onboarding checklist for ManagersBefore the New Employee ArrivesOrienting a new employee is a process that can last up to a year, depending on the new employee's job and his or her prior experience. What happens between the offer letter and that first day depends on planning and communication that assures a memorable welcome and alleviation of a new employee's natural anxiety.Checklist for managers before the employee starts:
CEO EXECUTIVE SERIES! 29 NOVEMBER 2012
© 2012 LRS Group Pty. Ltd. All rights reserved! PAGE 3
Plan welcome activities, including who will participate and what they'll do.Consider assigning a work buddy Send an announcement to all staff about the new employees startPrepare the Work Space
The New Employee's First Days"Will I be successful? Will I fit in?" New employees ask themselves these questions; supervisors and managers help provide the answers. Ensuring the workspace is ready for the new hire, clarifying departmental organizational structure, and communicating your expectations are fundamental during this time period, as is success in the employee's first assignment.Checklist for managers - first days:
Provide Work Place "How To" InformationGive the new employee information and instructions about obtaining and using equipment and supplies.Provide safety, ergonomic, budget and supply informationExplain working hours, breaks, overtimeProvide departmental facilities information, including rules and how to schedule rooms and equipment.Provide company polices, codes and procedures.
The New Employee's First WeeksAttending meetings, completing training, and getting to know the work group supports a new employee's progress toward both productivity and acculturation. New employees need to know how the work group operates and communicates; learning this may include confirming or correcting first impressions. New employees also need progress reports, and the end of three months is a good point in the initial review period to give specific feedback to assist the new employee in setting priorities and completing training.Checklist for Managers – first weeks
Introduce Performance ManagementEstablish goals and provide regular feedback.Continue to Meet Regularly with the Employee
Debrief training, meetings, and other events.!Discuss experiences, concerns if any, and identify any new needs.Introduce challenges that may emerge in the job and plan how to meet them.Review the on-boarding process with the employee—is it working well?Encourage the Employee's Relationships with the Work Group and Department
The New Employee's First Six Months"What does it mean to work at Stanford? How am I doing?" During the first six months, new employees can extend their involvement in their work groups and in the Stanford community, and receive clear performance feedback from you. Supervisors and managers are wise to ask for feedback from the new hire, as well, to identify any opportunities to ensure a mutually successful relationship.Managers checklist – first 6 months
Continue Performance ManagementIs employee fully engaged, seeing him or herself as a valued contributor?Assure that necessary training is completed.Continue providing regular informal feedback.Provide formal feedback at end of the probationary period.Review the on-boarding process with employee—is it working well?Encourage the employee to learn more about their role and the company.
The New Employee's First YearNote this milestone and make it an opportunity to review and celebrate the first year and look forward to the future. Communicate the employee's eligibility for benefits programs and opportunities that come with one year of service. Have a discussion of what contributions or role shifting the employee may be thinking about for the future.Continue Performance Management
Is employee working at full productivity, seeing him or herself as making a difference?
CEO EXECUTIVE SERIES! 29 NOVEMBER 2012
© 2012 LRS Group Pty. Ltd. All rights reserved! PAGE 4
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Continue providing regular informal feedback, and provide formal annual feedback.Review the first year; celebrate successes with recognition of contributions (perhaps including a congratulatory note from your manager or other organizational leader). Possible additional talking points to discuss with the employee:!
- Is the job what you expected? How or how not?
- Are you having enough opportunities to learn and grow? What are some you would like?
- Are you running into any hindrances to your productivity? What are they and how do they affect you?
- What's the best thing that's happened to you here this year?
- Do you feel recognized for your contributions? How do you like to be recognized?
- What suggestions for improvements do you have?
- Discuss career development and plans for the future.
- O f f e r p r o f e s s i o n a l development opportunities.
As is demonstrated above, the on-boarding process does not have to be too laborious. The benefits however in time spent on planning and executing a successful on-boarding program will pay off by giving new talent an outstanding first impression of their new employer which will not only make them more motivated but also help them settle in and become productive at a lot faster rate. Ultimately this will translate into an increase in productivity, a reduction in turnover of staff and an increase in your reputation as an employer of choice. Not a bad thing in today’s market.
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AUTHOR PROFILE: MR DARRYL JUDD, CHIEF OPERATING OFFICER & MANAGING DIRECTOR ASIALOGISTICS EXECUTIVE GROUPWith more than 20 years' of executive management experience in the Human Resources Consulting, Aviation and Supply Chain industry, his expertise includes driving business performance, consulting, executive search, designing business strategy, supply chain alignment, organisation structure, performance management, mergers & acquisitions, change management and HR talent design. With a degree in Economics, Darryl is considered to be a specialist in the linkage of business strategy and supply chain best practice to human capital management. He has held senior executive positions within airline and major logistics organizations and is regularly a contributor on thought leadership across numerous publications, a frequent speaker at international conferences and events on business leadership, strategy & people alignment and talent management. Email: [email protected]
