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1、 IMPACTIMPACTIMPACTIMPACTIMPACTIMPACTIMPACTIMPACTIMPACTIMPACTIMPACTIMPACTIMPACTIMPACTIMPACTEXTENDING THE RECRUITERS IMPACT:3 ways for Talent Acquisition to counter high attrition.ACQUISITIONACQUISITIONACQUISITIONACQUISITIONACQUISITIONACQUISITIONACQUISITIONACQUISITIONACQUISITIONACQUISITIONACQUISITION
2、ACQUISITION What percentage of new starters quit your organization in their frst year?And how much does that attrition cost your business performance and bottom line?We look at three ways for Talent Acquisition(TA)teams to extend their infuence beyond hiring to make a tangible impact on retention.Yo
3、u will get to explore smarter approaches to attraction,assessment,and onboarding,with illustration from a real-life case study that shows the value of taking the initiative on attrition.Its time for Talent Acquisition to rethink its role.Think back,for a moment,to the talent landscape of 2019.Life w
4、as certainly simpler for Talent Acquisition(TA)functions in the years leading up to the pandemic.Employers held the upper hand in hiring,except in skills-shortage sectors such as technology.The vast majority of employees worked on site every day.Peaks and troughs in recruitment were largely predicta
5、ble,and thus easily manageable.Attrition rates were lower,meaning fewer new hires to make.TA could focus on the task of flling roles,in line with business needs and strategy.Success was often measured by the time taken for new hires to be in post.Since 2019,much has changed.The jobs market has swung
6、 back and forth rapidly forcing recruiters to face unfamiliar challenges.First,TA teams had to contend with mass lay-ofs and hiringfreezes(and,at times,reductions to their own headcount).Then,the rapid hiring ramp-ups that followed came at a time of Covid-19 safety restrictions and unprecedented lab
7、or shortages.Moreover,the experience of the pandemic transformed many peoples attitudes towards work.The great resignation was the consequence.Attrition became a business-critical problem,complicated by the rise of hybrid working.Throughout the 2020 to 2022 period,TA functions had to manage rapidly
8、fuctuating business priorities,requests and expectations.To navigate these challenges,TA leaders were compelled to be bold,inventive and open to entirely new processes,strategies and ways of thinking.In turn,that led progressive TA leaders to refect on the underlying purpose of Talent Acquisition an
9、d the potential of the TA function to add strategic value to the wider organization.Could TA spread its infuence beyond recruitment,to impact on HR and talent goals that would previously be considered outside its remit?If high attrition levels were a conspicuous problem,how could TA help boost reten
10、tion among new joiners?The answer was to step up eforts in three key activities under TAs remit:attraction,assessment and onboarding.In this paper,we will begin by investigating the factors most relevant to TA that cause resignations.Then,we will consider how changes and new approaches can enhance r
11、etention as well as improving traditional hiring metrics.Organizations all over the world are already seeing results from the intervention of their Talent Acquisition teams.We will also take an in-depth look at the successful steps that a Korn Ferry client has taken on attraction,assessment and onbo
12、arding.3 ATTRITIONATTRITIONATTRITIONATTRITIONATTRITIONATTRITIONATTRITIONATTRITIONATTRITIONATTRITIONATTRITIONATTRITIONATTRITIONATTRITIONATTRITIONATTRITIONATTRITION ATTRITION:A PROBLEM THAT ISNT GOING AWAY Recent labor market surveys in the US and UK indicate that attrition rates have remained around
13、20%higher than their pre pandemic levels.Looking ahead,it is expected that turnover will continue to trouble employers for the foreseeable future.According to the LinkedIn 2023 Workplace Learning report,93%of companies are concerned about employee retention.How much does attrition cost?If your organ
14、ization has an accurate estimate of attrition costs,it is far easier to build the case for investing in TA-led measures to boost retention.You will fnd various fgures on the cost of replacing a full-time employee.A 2019 Gallup workplace study put the fgure as anywhere between half and double the emp
15、loyees annual salary,depending on the nature of the role.When considering how much attrition is costing you,it is important to consider:The direct cost of recruiting,The hidden cost that resignations onboarding and training and under-resourced teams make replacement employees.by damaging employee mo
16、rale,wellbeing and stress levels.The indirect cost to the business caused by under-resourcing,The opportunity cost of a operational delays,inefciencies reduced pipeline of potential and underperformance and future supervisors,leaders,the potential knock-on efect to specialists etc.the customer exper
17、ience and brand reputation.4 QUITTERSQUITTERSQUITTERSQUITTERSQUITTERSQUITTERSQUITTERSQUITTERSQUITTERSQUITTERSQUITTERSQUITTERSQUITTERSQUITTERSQUITTERSQUITTERS“I got sucked into applying by a fancy careers website and some The company had a good reputation,and the hiring manager made the role and her
18、team sound amazing.So I was delighted to accept the position and move hundreds of miles,despite the somewhat limited written It is true that the team was amazing,but the job was not as advertised.I have no idea why a Masters degree was requested”MEET THE QUITTERS The three examples below are represe
19、ntative of the stories and experiences our recruitment experts hear daily when speaking with candidates.These are representative of the real experiences of many new employees and are drawn from candidate interviews and insight of Korn Ferry recruiters.ELLIE,quit an engineering role after six months
20、impressive videos posted on LinkedIn.job description.Big mistake.as the responsibilities were barely graduate level.Most days the work was the same,with no real challenge or stretch.The project work mentioned at interview never materialised.I only stuck around for as long as I did in the hope of app
21、lying for a more senior role,but nothing had come up before the lease on my apartment expired.The funny thing is,my fatmate quit her job around the same time,too-except she felt underqualifed and out of her depth.I guess it can work both ways.”5 QUITTERSQUITTERSQUITTERSQUITTERSQUITTERSQUITTERSQUITTE
22、RSQUITTERSQUITTERSQUITTERSQUITTERSQUITTERSQUITTERSQUITTERSQUITTERSQUITTERS 6”“The warning signs started fashing the frst day on the job.Reception was not expecting me.My security pass and equipment werent ready,and the section supervisor did not know my name.After getting a brief instruction on how
23、to do the job,I was pretty much left to my own devices.There was nobody to show me around or introduce me to people.And the health and safety briefng booked for my second day was oversubscribed,so I ended up waiting a month for that.I did get to know my co-workers over time,but it took weeks and wee
24、ks.The managers barely noticed me the whole time I was there.As long as I hit my production quotas,they didnt seem to care.I still dont really know what I was making or what it was for.There was a loyalty bonus for staying 12 months,but lifes too short and I got a signing-on bonus anyway when I foun
25、d a new job.”DIETER,quit a manufacturing role after four months QUITTERSQUITTERSQUITTERSQUITTERSQUITTERSQUITTERSQUITTERSQUITTERSQUITTERSQUITTERSQUITTERSQUITTERSQUITTERSQUITTERSQUITTERSQUITTERS”AARTI,quit a sales job after eight months“Its a shame I had to quit that job,because I was good at it,I lik
26、ed the products,and I was taking home the best money of my career.But I discovered I didnt like the working culture once I got a proper taste of it.The whole recruitment process was run remotely and the recruiters on the video calls gave me a good feeling.Meeting my new manager one-on-one was positi
27、ve too.When I frst started,I mostly worked from home and out in the feld,and things seemed great.The problems only started when the hybrid working switched to a minimum two days a week in the ofce.At frst,I was looking forward to being around my colleagues and to be fair they were mostly nice to-kno
28、w as individuals.However,the working style and group dynamics totally jarred with me and several others.At least three of my teammates quit within two months of the ofce return.Now we all wish the recruiters hadnt been such good sales people to us.”7 QUITQUITQUITQUITQUITQUITQUITQUITQUITQUITQUITQUIT
29、REASONS PEOPLE QUIT IN THEIR FIRST YEAR FEELING OUT OF SYNC,OR NOT RECEIVING THE EXPECTED UNCOMFORTABLE,WITH TRAINING OR LEARNING THE COMPANY CULTURE OPPORTUNITIES.OR PURPOSE.HYBRID WORKING OR SHIFT A LACK OF FRIENDLY OR PATTERNS NOT AS EXPECTED.HELPFUL CO-WORKERS.DISCOVERING THE TASKS NOT ENOUGH AT
30、TENTION AND/OR RESPONSIBILITIES FROM MANAGERS AND WERE NOT AS EXPECTED.CO-WORKERS.A LACK OF UNDERSTANDING OF THE PURPOSE,VALUE AND IMPACT OF THE ROLE.Of course,many people also quit to take a job ofering a higher salary.The list above is focused on the reasons why people quit their job within 12 mon
31、ths-these are the factors of most relevance to TA regarding attraction,assessment and onboarding.It is based on a review of industry survey data and Korn Ferrys experience of working with hundreds of companies and many thousands of candidates around the world.TA has the opportunity to impact attriti
32、on by proactively mitigating these issues.8 CASE STUDY:taking the initiative on attrition One of Korn Ferrys major clients is a leading global partner to the pharmaceutical,biotech and nutrition sectors.Its services range from early phase discovery to the custom development and manufacturing of phar
33、maceutical ingredients.The clients workforce of 17,000 people is spread across fve continents and multiple locations.Over the period 2019-2021,the company was focused on recruitment.Hiring volumes rose rapidly worldwide,due to planned investment and growth,as well as a large-scale vaccine production
34、 contract.When planning for 2022,the HR Leadership Team identifed that the business would need a renewed focus on retention to mitigate against attrition levels that were already climbing and expected to rise further.Although TA had no responsibility for retention,leaders in the TA function recogniz
35、ed the potential for key aspects of the candidate journey to contribute to counter-attrition eforts:attraction,assessment and onboarding.TA leadership took the initiative and developed a successful business case that clearly laid out the ROI for investing in enhanced,standardized processes that coul
36、d reduce churn.TA leaders introduced an ambitious new KPI for the function a retention rate target for new employees a full 12 months after their start date.This level of accountability demonstrated how serious TA was about its role in reducing attrition.9 INFLUENCEINFLUENCEINFLUENCEINFLUENCEINFLUEN
37、CEINFLUENCEINFLUENCEINFLUENCEINFLUENCEINFLUENCEINFLUENCEINFLUENCEINFLUENCEINFLUENCEINFLUENCEINFLUENCETHREE WAYS for Talent Acquisition to infuence high attrition 10 01 Smarter attraction Whole books have been written on best practice recruitment marketing and employer branding there are countless ar
38、ticles and blogs to read on the topic of the Employee Value Proposition(EVP).Our aim in this section is to focus on the aspects of candidate attraction that are most relevant to attrition and retention.What are employers getting right and wrong?And,how can your organization enhance attraction to imp
39、act attrition?From the candidate/employee point of view,there are two key drivers of attraction and retention.Is the job right for me?And is the employer right for me?Therefore,the TA function has to sell the employer(the EVP)and the specifc role,which we will call the Job Value Proposition(JVP)to c
40、larify the diference.11 12 Some employers make the mistake of focusing all their resources on the EVP and employer brand,while paying little attention to how they promote specifc jobs.Recruitment marketing budgets are usually centralized,and a large proportion of those budgets is spent on promoting
41、employers rather than jobs think employer brand toolkits,careers websites,social content,diversity and inclusion videos etc.If employers are serious about attracting employees who will stay,they have to promote both the EVP and the JVP efectively and it has to be an authentic,warts-and-all depiction
42、,not an idealised,sugar-coated version of reality.EVP&EMPLOYER BRAND:FACTORS AFFECTING ATTRITION EVP&employer brand are not linked to organizational strategy,vision,mission,purpose and values.An EVP should articulate all of the reasons why someone should join an organization and then stay to contrib
43、ute to its mission.But it should not just be a list of selling points about the employer.The best EVPs are aligned directly to the organizational vision,mission,purpose and values to attract new employees with the right cultural and motivational ft.EVP&employer brand are no longer current Some emplo
44、yers take months,or even years,to develop an EVP and brand and then do nothing to update it for 12 months to perhaps two or three years.It is very likely that the organization and its ofering will change signifcantly during that time.What the EVP and brand are promising may no longer be relevant or
45、accurate.If new employees expectations are not met,they are more likely to leave.EVP&employer brand are not authentic and/or oversell the organization Infuencers on social media are often come under fre for mis-representing their appearance,their lifestyle and even their personality.Some EVPs and em
46、ployer brands deserve the same criticism.It is easy to fall into the trap of highlighting only the best things about an employer but you have to show the reality.If you raise expectations that you cant meet,new employees will leave.EVP&employer brand are not relevant to key audience segments EVPs an
47、d brands are usually commissioned,created and signed of by people from a professional background who hold a degree.There is often in-built bias built that makes the fnal output feel far more relevant to professional level roles and perhaps even of-putting to a blue-collar audience.Another issue occu
48、rs when there are one or two dominant job families within an organization and the EVP ends up refecting only the experience of working in those positions.In both cases,organizations run the risk of setting unrealistic expectations or attracting people with the wrong ft.EVP&employer brand are not ada
49、pted locally An EVP is often created at a global,regional or sometimes national level.However,there may be limited eforts to make it relevant at local level,especially in locations where volume hiring occurs.You have to refect the reality.As an example,an employer may create a high-budget video flme
50、d in their fagship location in Europe.But that site may bear no relation to sites in APAC and the Americas.13 ACTIONSACTIONSACTIONSACTIONSACTIONSACTIONSACTIONSEVP&EMPLOYER BRAND:ACTIONS TO TAKE 14 If you do not have a formalised EVP,it is time to create one and ensure it aligns to your mission,visio
51、n,values and purpose.If you do have an EVP,review it and revise as necessary to make the alignment.Dont view your EVP as set in stone at one moment in time it is constantly evolving.Review it regularly(every three to six months)and make changes and updates as required.You dont have to keep starting
52、from scratch,but it is important to edit and refresh.Check that the EVP and brand resonate with employees in job families with high attrition rates this could involve external and internal research.If there is a mismatch,you will need to make changes.If you have key locations where hiring or attriti
53、on are a problem,then invest in localizing your EVP and brand messaging,content and recruitment collateral.Dont view your EVP as set in stone at one evolving.moment in time it is constantly ACTIONSACTIONSACTIONSACTIONSACTIONSACTIONSACTIONSACTIONS JVP.:FACTORS AFFECTING ATTRITION Job advert or career
54、s website oversells the role The aim of job adverts and job-focused careers pages is to sell specifc roles and encourage people to either apply or self-select out.But TA needs to resist the temptation to oversell roles.Adverts often make promises such as“working on own initiative”,“every day is dife
55、rent”,“learning new skills all the time”,“the autonomy to make decisions”.Yet the reality may not live up to the promise.Job advert or careers website gives an unclear or inaccurate picture day-to-day duties A key issue with job adverts and job descriptions is that they often list key tasks or respo
56、nsibilities.But they dont tell the candidate how they will spend the majority of their time or what percentage of the day or week is devoted to each task.In this situation,it is natural for the candidate to create an imagined,and idealised,impression of what the day-to-day will be like.Again this ca
57、n lead to expectations that will fail to be met.Job requirements do not match the actual job content One way that candidates decide whether a role will suit them is if it requires a certain level of skills,knowledge,qualifcations and/or experience.It is an unpleasant feeling to start a new job and t
58、hen realize that you are either overqualifed or underqualifed to perform the duties.Hiring managers not sufciently trained or informed During the interview process,candidates put a lot of trust in what hiring managers tell them about the job.But not every hiring manager is a natural communicator and
59、 many are not properly trained in explaining the detail of a job to candidates.Out of personal pride(or desperation for new recruits),some hiring managers may provide a rose-tinted view of working in their team.Again,this can set false expectations 15 ACTIONSACTIONSACTIONSACTIONSACTIONSACTIONSACTION
60、SACTIONS ACTIONSACTIONSACTIONSACTIONSACTIONSACTIONSACTIONSACTIONSJVP:ACTIONS TO TAKE Review the full job descriptions and person specifcations for roles that face attrition issues engage with hiring managers to see what can be updated or changed to give a more accurate representation of the role,day
61、 to day duties and requirements(this could include a percentage breakdown of time spent on key tasks).Review job adverts and careers page content for key roles.Can they be improved to give a clearer picture of the day-to-day reality of the role?Consider creating a Realistic Job Preview(RJP)for key r
62、oles.An RJP can be thought of as an advanced job description,which showcases what a role is really like.At a basic level,it can include text content such as the job description and realistic“day in the life”profles.However,to create a truly efective(RJP),it is preferable to add in visual and interac
63、tive content,such as diagrams,infographics and video.For example,some employers use animation,immersive flm or virtual reality to put the candidate in the shoes of an employee actually doing the job.Source employees who are happy to talk openly and honestly about their day-to-day job.Film unscripted
64、 interviews asking about their daily work and both the good and not so good things about the job they do.Keep the tone positive,but do not shy away from talking about reality for example what the shift system is like,or if the temperature gets hot or cold in a manufacturing facility.Keep the tone po
65、sitive,but do not shy away from talking about reality.16 CASE STUDY:tailored attraction pays dividends To support its recent recruitment drives around the world,our client developed a new global EVP.The EVP articulates an authentic,inspiring message that every employee can connect to,no matter what
66、their role,or where they are on the planet.It also acts as a thread of steel that can run through every aspect of recruitment,the candidate journey,and the employee experience.However,the companys TA leaders were very conscious that the global EVP would need to be activated credibly at local level t
67、o make sense to the people on the ground.The majority of company hiring is not to global roles or management and leadership positions.Our client largely recruits to jobs such as manufacturing operators,technicians,engineers,lab assistants,and supply chain.Although there is a strong global culture,th
68、e individual manufacturing sites are very diferent in their set up and operations.Therefore,when translating the EVP into employer brand communications,our client ran an extensive localisation exercise.Video crews visited several major facilities.Briefng and interviews were held with employees and l
69、eaders from every job family at every site.Recruiters and hiring managers have been provided with specifc training and resources to ensure candidate interactions are consistent with EVP and employer brand messaging.The result is that every client site can target candidates with locally tailored comm
70、unications that help them to understand who the company is,while providing a true refection of the culture,the working environment and the specifcs of the individual jobs.The personalized,localized EVP is key to enabling candidates to self-select in,or out,of applying to specifc roles at specifc loc
71、ations.Now,the people who apply are far more likely to stay because they ft the culture,they understand the company purpose and they know what to expect from the job and the facility or ofce where they will be based.17 02 Culturally attuned assessment Attracting candidates is the frst step to hiring
72、 the right people into the right jobs.Assessing them is the second.Understandably,the priority for TA is to identify candidates who have the skills and behaviors required to perform successfully in a certain role.If new hires are not up to the job,employers will have to replace them and incur the as
73、sociated costs.However,employers often hire people who are strong technical fts,giving less weight to the degree of alignment between the individuals and the organizations values.The rationale is that the individual will be accultured over time and will adapt to“how we do things around here.”While t
74、hat may have been true in the past,in todays environment,hiring people for who they are can be as important as hiring for what they can do.In addition,acculturation is a much slower process in a remote or hybrid world where there are fewer opportunities for observation and shadowing.Employees who ar
75、e not cultural fts are less likely to become so in a remote or hybrid setting.The ideal assessment process will indicate whether candidates ft well into the purpose,values and working style of an organization.Are they likely to feel safe to show up as their best selves?Will they feel engaged and ins
76、pired to do their best work?Will they thrive and grow in their new team?18 OPTIMIZEOPTIMIZEOPTIMIZEOPTIMIZEOPTIMIZEOPTIMIZEOPTIMIZEOPTIMIZEOPTIMIZE OPTIMIZEOPTIMIZEOPTIMIZEOPTIMIZEOPTIMIZEOPTIMIZEOPTIMIZEOPTIMIZEOPTIMIZING ASSESSMENT TO REDUCE ATTRITION Automate the process make it candidate-friendl
77、y TA functions are often nervous about adding another step into the assessment process.It can slow down time-to-hire and increase candidate drop-outs.Fortunately,technology can mitigate this risk.Automating the process brings the benefts of cost efciencies and consistency.It also provides a better c
78、andidate experience,while removing unconscious bias.The preferred approach is to ask candidates to complete a short online assessment at a time of their own choosing(using prompt messages,as required,to ensure uptake).It is also important to explain to candidates why you are running the assessment a
79、nd how it is used in the wider selection process.Use the assessment to inform the interview A cultural assessment should not be viewed as a“pass or fail”test.Ideally,it will help the recruiter and hiring manager to learn more about the candidate.It should also help the candidate to learn more about
80、themself.The aim is to glean insight that will lead to a richer and more constructive interview conversation.Update interview content and questions Review the current interview structure,content and questions for roles that will feature a cultural assessment.The exact questions used in interviews ar
81、e likely to difer considerably,depending on the type and level of role.However,it is still possible to create a consistent framework for establishing the values,motivations and preferred working style of candidates.Upskill recruiters and hiring managers Hiring for cultural ft may be new to hiring ma
82、nagers and members of the TA team.It is important not just to upskill those involved in interviewing candidates you must also get their buy-in to why the cultural assessment matters.Interview guides are valuable tool.You can also flm mock interviews to provide guidance or even create eLearning modul
83、es.19 Make it inclusive cultural ft not personality ft One of the criticisms of hiring for cultural ft is that it can exclude under-represented groups and entrench monocultures.A well-designed assessment process will do the opposite it will feel inclusive,remove bias and shift hiring managers away f
84、rom recruiting in their own image.Feed the assessment results into learning&development Best-in-class organizations use hiring assessments for more than just recruitment.If a candidate is hired,then insight from their skills and cultural assessments can feed directly into their personal development
85、program.From day one,it can help to set their performance goals and inform their coaching and learning needs.Meeting training needs in the frst few months of employment is key to reducing attrition,while providing a credible development plan boosts longer term loyalty.New hires will feel valued and
86、respected with the knowledge that their employer is invested in their success.Beyond attrition,there is the beneft of employees becoming fully engaged and productive in a shorter space of time.ALIGNINGALIGNINGALIGNINGALIGNINGALIGNINGALIGNINGUsing assessment data for employee learning and development
87、 is just one way that Talent Acquisition and Talent Management(TM)teams can work more closely together.In progressive organizations,TA and TM are partnering together through the whole employee lifecycle to optimize career development,create more rewarding career paths,promote internal mobility and s
88、trengthen succession planning.Employers can boost the interconnectivity between their teams by investing in cloud-based talent platforms that allow recruiters and talent managers to share,capture and leverage talent data.Together TA and TM can provide a better employee experience,a higher-skilled wo
89、rkforce and a larger internal talent pool.ALIGNING TALENT ACQUISITION AND TALENT MANAGEMENT 20 CASE STUDY:immediate results from assessing for cultural ft Historically,our client had only used cultural assessments for its more senior roles.Yet issues with attrition were largely confned to lower-leve
90、l positions.Therefore,the company took the decision to trial a new assessment program,with the support of Korn Ferry.In addition to delivering accurate skills assessments,the program aimed to identify people who would thrive in the company culture and embrace it while minimizing the number of new hi
91、res who are surprised by what they fnd once in post.Hiring managers and recruiters were provided with new interview guides and training that put greater focus on motivation,purpose,values and working style.The beneft has been two-fold.Both candidate and company now have a better understanding from t
92、he start if they are right for each other.At the same time,the new assessment process provides a far better candidate experience than before.This increases the sense of trust and connection in people who accept the ofer and makes them more likely to stay in a role and recommend the company to others
93、.The frst location to pilot the new assessment program has seen its Glassdoor ratings climb ever since.21 03 Candidate-friendly,high-touch onboarding The majority of organizations understand the importance of onboarding for ensuring a fast time-to-productivity and for preventing new hirers from leav
94、ing in their frst few days.But,for myriad reasons,organizations still fnd it hard to get onboarding right.This has a signifcant impact on longer term retention too,as the quality of the onboarding has a meaningful infuence on retention,months beyond the starting date.22 THE ISSUES WITH ONBOARDING Th
95、e disruption and volatility of recent years has made it harder for employers to run onboarding in the same way they did in the past.A further issue is that the quality of the onboarding experience is often dependant on the input,capabilities and time commitment of the hiring manager.The standard of
96、the individual onboarding experience can vary widely not just across locations and departments,but within the same team.Furthermore,many organizations only do the basics of onboarding in between the contract signing and start date.Their proper onboarding process only begins on the employees frst day
97、.This is a missed opportunity,as employer-employee interactions before the starting date really set the tone of the relationship.Moreover,a well-run process can have the new employee feeling more prepared for their start date and paints a realistic picture of what to expect in the days and weeks ahe
98、ad.Another point to highlight is that candidates now have higher expectations of the experience they receive from employers especially those who are used to the personalized experience of running many aspects of their life through apps and digital technology.They expect admin and bureaucracy to be q
99、uick,easy and seamless.But they also want to feel a personal touch and to know that they matter.They expect admin and bureaucracy to be quick,easy and seamless.But they also want to feel a personal touch and to know that they matter.23 A digital onboarding platform is a smart investment for any mid-
100、to-large OPTIMIZEOPTIMIZEOPTIMIZEOPTIMIZEOPTIMIZEOPTIMIZEOPTIMIZEOPTIMIZEOPTIMIZEOPTIMIZEOPTIMIZING ONBOARDING FOR TIME-TO-PRODUCTIVITY AND RETENTION The advantages of automation sized organization.COST-EFFICIENT AND FREES UP THE TIME OF HIRING MANAGERS,HR AND ADMIN STAFF.ENSURES CONSISTENCY REMOVES
101、 THE VARIABLE EXPERIENCE OF HIRING MANGER-LED ONBOARDING.PROVIDES THE SEAMLESS,USER-FRIENDLY EXPERIENCE THAT PEOPLE HAVE COME TO EXPECT FROM CONSUMER BRANDS.PERSONALIZED MESSAGING AND PROMPTS PROVIDE A HIGH-TOUCH EXPERIENCE.PROVIDES TRACKING OF TASKS COMPLETED AND SETS FUTURE EXPECTATIONS.TO START.P
102、UTS NEW EMPLOYEE IN CONTROL THEY CHOOSE WHEN AND WHERE TO ACCESS INFORMATION.OPTIMIZEOPTIMIZEOPTIMIZEOPTIMIZEOPTIMIZEOPTIMIZEOPTIMIZEOPTIMIZEOPTIMIZEFASTER AND MORE ACCURATE AT COLLECTING THE INFORMATION REQUIRED FOR THE EMPLOYEE 24 THE IMPORTANCE OF TIMING Using a digital platform makes it easy to
103、send communications,requests and information to new joiners according to a planned calendar and using a drip feed approach.THE VALUE This ensures new starters feel supported,not bombarded or overwhelmed with information.OF INFORMATION As discussed in the attraction section,employees want a clear und
104、erstanding of what their duties will be,how their work fts into the wider business and what is expected of them.Some of this information can be provided via a digital platform,both before and after start date.However,it is valuable to distinguish between information and tasks that are compulsory(e.g
105、.a cybersecurity module)and those that are optional(e.g.a product demonstration video).THE NECESSITY OF TRAINING Ensuring employees are trained up for the role as soon as possible is essential to time-to-performance and reducing attrition.Some key induction training can be carried out before the sta
106、rt date,via a digital platform for example learning internal terminology or undertaking health and safety eLearning modules.Depending on the type of job,employees can be assigned a schedule for learning key skills to perform the role,such as using a certain piece equipment or following a key process
107、.The skills learned practically can still be tracked on the digital platform.Many new employees are hungry for information before their start date.They should have the opportunity to learn and absorb as much as they desire,as a discretionary efort,without being put under any pressure to give up thei
108、r free time.Depending on the job duties,and the current skillset of the new joiner,the onboarding process may also require functional training.The results of skills assessments can be used to help inform training plans and provide a joined-up experience for the employee.25 THE POWER OF PEOPLE Techno
109、logy is a great enabler of best practice onboarding,but human connection is also essential to onboarding.A hello from the boss Employees resent feeling ignored by their boss.No matter how busy the manager is,they should make time for the new employee in the frst week and they should continue to say
110、at least a regular hello,even if just informally.Meet the team All new employees want to get to know the people they will be working with.It is a key part of the familiarisation process to put names to faces.Depending on the type of role and team,you can use an onboarding platform to provide photos
111、and details of fellow team members or,potentially,LinkedIn profles.If the employee can come in to meet the team before their start date,even better.Once they have joined,a walk around should be arranged to meet colleagues in the same department,function or facility.Work Buddies Assigning new starter
112、s a“work buddy”is a great way to smooth their integration and make them feel part of the team from week one.The buddy can help with social adaptation and learning new processes,tools or technologies not just in physical settings like a factory or ofce,but in remote and hybrid working set-ups.Progres
113、sive employers take care and attention when matching up buddies for example,assigning a buddy who served in the same part of the military to an armed forces veteran or assigning a graduate from the same college to a new graduate starter.26 EMPLOYEE RESOURCE GROUPS With Diversity,Equity and Inclusion
114、 high on the agenda,many organizations now support employee run groups for diferent workforce communities.Involving Employee Resource Groups(ERGs)in the onboarding process can prove efective for gaining loyalty and engagement from under-represented groups in the workforce,and also those who wish to
115、be allies.The majority of ERGs are open to all,not just the groups whose interests they represent.Therefore,the inclusive approach is to provide new starters with information on the full list of ERGs once their contract is signed.Joining an ERG creates an immediate sense of community for new joiners
116、 and can feel like a safe space when getting used to the unfamiliar surroundings of a new job.It enables employees to meet colleagues from outside their own team.This builds a connection to the wider organization and creates an internal support network that can help employees get through the tough d
117、ays.This builds a connection to the wider organization.It also creates an internal support network that can help employees get through the tough days.RESOURCERESOURCERESOURCERESOURCERESOURCERESOURCERESOURCERESOURCERESOURCERESOURCERESOURCERESOURCERESOURCERESOURCERESOURCERESOURCERESOURCERESOURCERESOUR
118、CE27 CASE STUDY:reaping the beneft of a new onboarding program Our client was under no illusions around the standard of its previous onboarding processes.They were antiquated,disorganized and inconsistent across diferent sites,even within the same country.Hiring managers were so busy with recruitmen
119、t,there was little time available for onboarding and engaging new employees.Again,Korn Ferry was chosen to partner with the company on the creation of a new program.This involved in-depth research into what was working well within their current onboarding process and what lessons could be learned fr
120、om outside the organization.The outcome was the purchase of a sophisticated online tool that ofers the best of both worlds.Automated processes provide speed,efciency,accuracy,and a joined-up approach across every location.Yet,the onboarding program still provides a high-touch and consistent experien
121、ce whenever personal interventions or human contact are required.Crucially,the company put together a specialist team to administer and manage the new tool,ensuring it is optimized and that new employees,recruiters and hiring managers all receive the support and guidance they want,when they need it.
122、28 BRAVERYBRAVERYBRAVERYBRAVERYBRAVERYBRAVERYBRAVERYBRAVERY BRAVERYBRAVERYBRAVERYBRAVERYBRAVERYBRAVERYBRAVERYBRAVERYFINAL THOUGHT:BRAVERY LEADS TO BETTER TALENT OUTCOMES High attrition rates create disruption,hurt operational performance,and impose signifcant direct and indirect costs.The reasons wh
123、y employees quit in their frst year are varied and multi-dimensional.However,many causes of this attrition can be traced back to the days and weeks before new hires even started the job to the attraction,assessment,and onboarding process.Traditionally,attrition has not been a direct concern or accou
124、ntability of talent acquisition functions.But,if TA leaders are prepared to be brave and take the initiative,then TA can make a tangible and measurable impact on attrition rates.Three steps,in particular,will enable TA to add greater value to the business.First,attract more of the right kind of cand
125、idates to apply or self-select out through an engaging EVP and accurate picture of the role.Second,identify the applicants with a good cultural ft,as well as the right skills.Third,put a focus on quality onboarding from the day the contract is signed.In combination,these steps can be transformationa
126、l.To learn more about tackling attrition in your organization,please contact us.29 Korn Ferry is a global organizational consulting frm.We work with our clients to design optimal organization structures,roles,and responsibilities.We help them hire the right people and advise them on how to reward and motivate their workforce while developing professionals as they navigate and advance their careers.Korn Ferry.Career Makers.Business Advisors.2023 Korn Ferry.All Rights Reserved.