UNLOCK THE MAGIC OF

OnboardingOnboarding

You’ve spent

t ime and money to find the

perfect candidate. Once they’ve accepted

an o�er, making sure they are prepared and

confident to do their job successful ly is the

next v i ta l step.

Importance of OnboardingImportance of OnboardingRESEARCH SHOWS THAT ACTIVE ONBOARDINGMEANS NEW HIRES ARE:

oriented faster competent and

product ive quicker retained on the

job longer

MORE REASONSTO UP YOURONBOARDING GAME:

20% of new hires leave within the first 45 days.

60% of managers who fa i l to onboard successful ly c i te fa i lure to establ ish e�ect ive working relat ionships as the main reason.

Time to Full Productivity for New Hires and TransfersTime to Full Productivity for New Hires and Transfers

Training Industry Quarter ly

2012 Workforce Mobi l i ty Survey

“The First 90 Days”

24 MONTHS

8-12 MONTHS

6.2 MONTHS

ORGANIZATIONS WITH A STANDARD ONBOARDING PROCESS EXPERIENCE 54% GREATER NEW HIRE PRODUCTIVITY AND 50% GREATER RETENTION.

onboarders are 2x as l ikely to reduce new hire t ime to proficiency.

INVESTED

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THE REASONS WHY EXECUTIVESFELT THEY FAILED IN A NEW ROLE

Poor understanding of how organizat ion

funct ions

69%

Ine�ect ive decis ion making

31%

Disagreement over strategy

28%

Lack of exper ience or ski l l

26%

Misfit with cul ture

65%

Di�culty a l igning with peers

57%

Lack of understanding with

business model

48%

“A study of the onboarding process at Texas Instruments found that employees who went through an improved onboarding process were ful ly productive two months faster than

employees in a tradit ional program.”

WHERE HR EXECUTIVES SAY THEIR COMPANIES SPEND TIME ONBOARDING.. .

88% Administrative86% Business Orientation85% Compliance & Legal52% Expectation Alignment33% Stakeholder Meetings29% Cultural Integration

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Steps Smart Companies Employ in Onboarding Steps Smart Companies Employ in Onboarding

Communicate pr ior to the

first day – and throughout

the onboard-ing process

1Concentrate

on the company’s culture and

values

2

Set expectat ions

for performance and career

paths

4Evaluate and measure to

ensure success and

to refine processes

5

Make t ime to train for

performance

3

SOURCES:1 . Jenna Fi l ipkowski , P. (2016) . Onboarding Outcomes: Fulfi l l New Hire Expectat ions. Human Capita l Inst i tut ion , The Global Associatoin of Talent Management. Cincinnat i : Human Capita l Inst i tut ion.

2. Mark Byford, M. D. (2017, May-June - - ) . Harvard Business Review. May-June 2017, pp. 78-86. Retr ieved from hbr.org: ht tps: / /hbr.org/2017/05/onboarding- isnt-enough.

3. Olson, B. (2017, Apr i l 20) . The Simple Truths About Onboarding. Retr ieved from essium.co: ht tp: / /essium.co/2017/04/the-s imple-truths-about-onboarding/ .

4. Talya N. Bauer, P. (2010) . Onboarding New Employees: Maximiz ing Success. SHRM Foundat ion. Alexandr ia : SHRM Foundat ion.

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