Millennial Onboarding Instructor Guide
TABLE OF CONTENTS Preface ..............................................................................................................................................7 What is Courseware? ................................................................................................................................ 7 How Do I Customize My Course? .............................................................................................................. 7 Materials Required ................................................................................................................................... 9 Maximizing Your Training Power .............................................................................................................. 9 Module One: Getting Started ........................................................................................................... 11 Housekeeping Items................................................................................................................................ 11 The Parking Lot ....................................................................................................................................... 12 Workshop Objectives .............................................................................................................................. 12 Module Two: Purpose of Onboarding ............................................................................................... 13 Start Up Costs ......................................................................................................................................... 13 Employee Anxiety ................................................................................................................................... 14 Employee Turnover ................................................................................................................................. 15 Realistic Expectations ............................................................................................................................. 15 Case Study............................................................................................................................................... 16 Module Two: Review Questions.............................................................................................................. 18 Module Three: Introduction ............................................................................................................. 21 Why Onboarding? ................................................................................................................................... 21 Importance of Onboarding ..................................................................................................................... 22 Making Employees Feel Welcome .......................................................................................................... 23 First Day Checklist ................................................................................................................................... 24 Case Study............................................................................................................................................... 25 Module Three: Review Questions ........................................................................................................... 26
Module Four: Millennials and Onboarding ........................................................................................ 31 Who are Millennials? .............................................................................................................................. 31 How Do Millennials Differ from Other Workers? .................................................................................... 32 Investiture Socialization – Let Them Be Themselves! ............................................................................. 33 Informal Rather than Formal Onboarding Processes ............................................................................. 34 Case Study............................................................................................................................................... 35 Module Four: Review Questions ............................................................................................................. 36 Module Five: Onboarding Checklist .................................................................................................. 39 Pre-Arrival ............................................................................................................................................... 39 Arrival ..................................................................................................................................................... 40 First Day .................................................................................................................................................. 41 First Week ............................................................................................................................................... 42 First Month ............................................................................................................................................. 43 Case Study............................................................................................................................................... 44 Module Five: Review Questions .............................................................................................................. 45 Module Six: Engaging the Millennial Employee ................................................................................. 48 Create an Informal Program ................................................................................................................... 48 Engage Employees One on One .............................................................................................................. 49 The Role of Human Resources ................................................................................................................ 50 The Role of Managers ............................................................................................................................. 51 Case Study............................................................................................................................................... 52 Module Six: Review Questions ................................................................................................................ 53 Module Seven: Following Up With the Millennial Employee .............................................................. 56 Initial Check-In – One on One ................................................................................................................. 56 Following up – Regular, Informal Follow Ups ......................................................................................... 57 Setting Schedules – Millennials and Work-Life ....................................................................................... 58
Mentoring and the Millennial ................................................................................................................. 59 Case Study............................................................................................................................................... 60 Module Seven: Review Questions ........................................................................................................... 61 Module Eight: Setting Expectations with the Millennial Employee ..................................................... 64 Define Requirements – Provide Specific Instructions.............................................................................. 64 Identify Opportunities for Improvement and Growth ............................................................................ 65 Set Verbal Expectations .......................................................................................................................... 66 Put It in Writing ...................................................................................................................................... 66 Case Study............................................................................................................................................... 67 Module Eight: Review Questions ............................................................................................................ 69 Module Nine: Mentoring the Millennial ............................................................................................ 72 Be Hands-On and Involved...................................................................................................................... 72 Serial Mentoring ..................................................................................................................................... 73 Be a Mentor, Not an Authority Figure .................................................................................................... 74 Focus Millennia’s Exploratory Drive on Work ......................................................................................... 75 Case Study............................................................................................................................................... 76 Module Nine: Review Questions ............................................................................................................. 77 Module Ten: Assigning Work to the Millennial Employee .................................................................. 80 Provide Clear Structure and Guidelines .................................................................................................. 80 Provide Specific Benchmarks .................................................................................................................. 81 Set Boundaries and Provide Reality Checks ............................................................................................ 82 Guide, Don’t Dictate ............................................................................................................................... 83 Case Study............................................................................................................................................... 84 Module Ten: Review Questions .............................................................................................................. 85 Module Eleven: Providing Feedback ................................................................................................. 88 Millennials Thrive on Feedback! ............................................................................................................. 88
Characteristics of Quality Feedback ....................................................................................................... 89 Informal Feedback .................................................................................................................................. 90 Formal Feedback..................................................................................................................................... 91 Case Study............................................................................................................................................... 92 Module Eleven: Review Questions .......................................................................................................... 93 Module Twelve: Wrapping Up .......................................................................................................... 96 Words from the Wise .............................................................................................................................. 96 Review of Parking Lot ............................................................................................................................. 96 Lessons Learned ...................................................................................................................................... 96 Completion of Action Plans and Evaluations .......................................................................................... 97
“The five steps in teaching an employee new skills are preparation, explanation, showing, observation, and supervision.” Bruce Barton Preface What is Courseware? Welcome to Courseware.com, a completely new training experience! Our courseware packages offer you top-quality training materials that are customizable, user-friendly, educational, and fun. We provide your materials, materials for the student, PowerPoint slides, and a take-home reference sheet for the student. You simply need to prepare and train! Best of all, our courseware packages are created in Microsoft Office and can be opened using any version of Word and PowerPoint. (Most other word processing and presentation programs support these formats, too.) This means that you can customize the content, add your logo, change the color scheme, and easily print and e-mail training materials.
How Do I Customize My Course? Customizing your course is easy. To edit text, just click and type as you would with any document. This is particularly convenient if you want to add customized statistics for your region, special examples for your participants’ industry, or additional information. You can, of course, also use all of your word processor’s other features, including text formatting and editing tools (such as cutting and pasting). To remove modules, simply select the text and press Delete on your keyboard. Then, navigate to the Table of Contents, right-click, and click Update Field. You may see a dialog box; if so, click “Update entire table” and press OK.
(You will also want to perform this step if you add modules or move them around.) Page 7
If you want to change the way text looks, you can format any piece of text any way you want. However, to make it easy, we have used styles so that you can update all the text at once. If you are using Word 97 to 2003, start by clicking the Format menu followed by Styles and Formatting. In Word 2007 and 2010 under the Home tab, right-click on your chosen style and click Modify. That will then produce the Modify Style options window where you can set your preferred style options. For example, if we wanted to change our Heading 1 style, used for Module Titles, this is what we would do:
Now, we can change our formatting and it will apply to all the headings in the document. For more information on making Word work for you, please refer to Word 2007 or 2010 Essentials by Courseware.com.
Page 8
Materials Required All of our courses use flip chart paper and markers extensively. (If you prefer, you can use a whiteboard or chalkboard instead.) We recommend that each participant have a copy of the Training Manual, and that you review each module before training to ensure you have any special materials required. Worksheets and handouts are included within a separate activities folder and can be reproduced and used where indicated. If you would like to save paper, these worksheets are easily transferrable to a flip chart paper format, instead of having individual worksheets. We recommend these additional materials for all workshops:
Laptop with projector, for PowerPoint slides
Quick Reference Sheets for students to take home
Timer or watch (separate from your laptop)
Masking tape
Blank paper
Maximizing Your Training Power We have just one more thing for you before you get started. Our company is built for trainers, by trainers, so we thought we would share some of our tips with you, to help you create an engaging, unforgettable experience for your participants.
Page 9
Make it customized. By tailoring each course to your participants, you will find that your results will increase a thousand-fold. o
Use examples, case studies, and stories that are relevant to the group.
o
Identify whether your participants are strangers or whether they work together. Tailor your approach appropriately.
o
Different people learn in different ways, so use different types of activities to balance it all out. (For example, some people learn by reading, while others learn by talking about it, while still others need a hands-on approach. For more information, we suggest Experiential Learning by David Kolb.)
Make it fun and interactive. Most people do not enjoy sitting and listening to someone else talk for hours at a time. Make use of the tips in this book and your own experience to keep your participants engaged. Mix up the activities to include individual work, small group work, large group discussions, and mini-lectures. Make it relevant. Participants are much more receptive to learning if they understand why they are learning it and how they can apply it in their daily lives. Most importantly, they want to know how it will benefit them and make their lives easier. Take every opportunity to tie what you are teaching back to real life. Keep an open mind. Many trainers find that they learn something each time they teach a workshop. If you go into a training session with that attitude, you will find that there can be an amazing two-way flow of information between the trainer and trainees. Enjoy it, learn from it, and make the most of it in your workshops. And now, time for the training!
Page 10
If you’re an employer, you want to hire an employee that will do their job, not do your bidding. Jeffrey Jones
Module One: Getting Started More than ever, millennials – those born between 1980 and 1995 – are entering the workforce and becoming a vital part of our organizations. These workers bring a unique outlook on life to their jobs, and may also pose unique challenges. Taking time to customize the onboarding process for millennial employees helps promote employee retention and ensures that millennials are properly socialized into the workplace. Customizing the onboarding process for millennial employees benefits both the employee and the workplace.
Housekeeping Items Take a few moments to cover basic housekeeping items.
If you need an opening or a way to introduce the participants to each other, utilize the Icebreakers folder to begin or between breaks during the day.
Let participants know where they can find washrooms, break facilities, and fire exits.
Ask participants to turn off their cell phones or at least turn them to vibrate. If they must take a call, request that they do it outside.
Take this time to encourage the group to ask questions and make this an interactive workshop.
Write the words Respect, Confidentiality, and Practice on a piece of flip chart paper and tape it to the wall. Explain to participants that in order to get the most out of this workshop, we must all work together, listen to each other, explore new ideas, and make mistakes. After all, that’s how we learn!
Page 11
The Parking Lot Explain the concept of The Parking Lot to participants.
The Parking Lot is a visible place where you will “park” ideas that arise which are not on the agenda, may be off topic, or are better addressed outside of the program.
At the end of the session, we will review parked ideas and follow up, or make suggestions for your own investigation when you are back at work.
Suggestions for the trainer: 1. If you are working with a large group of participants, you may wish to nominate a recorder to park items as you are facilitating. 2. It’s a good idea to note the name of the contributor along with the parked item. 3. Items noted on the parking lot can be useful to you later as you plan future training sessions.
Workshop Objectives Research has consistently demonstrated that when clear goals are associated with learning, it occurs more easily and rapidly. With that in mind, let’s review our goals for today. At the end of this workshop, participants should be able to:
Define onboarding
Discuss the characteristics of Millennials
Create an onboarding process for Millennials
Develop action plans for working with Millennials
Learn from introspection
Page 12
Employee loyalty begins with employer loyalty. Harvey Mackay
Module Two: Purpose of Onboarding Onboarding is one of the most important investments organizations make in their employees. A sound onboarding process not only gathers the necessary paperwork from a new hire, but socializes them into the workplace and the job. Onboarding is more than just new hire orientation. It is a continuous process of bringing the new hire into the organization, helping them develop, providing feedback and integrating the new hire into the organization and team. Far from a one-time event, the onboarding process can encompass the first 180 days of a new hire’s tenure at your organization.
Start Up Costs Organizations spend almost $40 billion every year to onboard new employees. This makes onboarding not only one the most significant time investments organizations make, but one of the most significant financial investments as well. When employees leave the organization after only a short time, these start-up costs are a lost investment. Taking time to develop a quality onboarding process helps promote employee retention, and thus promotes return on the substantial financial investment made in onboarding them.
Estimated Time
10 minutes
Topic Objective
Explore onboarding start-up costs Start-Up Costs
Topic Summary Discuss onboarding start-up costs. Materials Required
Page 13
Flipchart/board and marker
Planning Checklist
None
Recommended Activity
Have participants list the various costs associated with onboarding an employee at their organization. List both the type of cost and, if possible, the monetary amount.
Stories to Share
Share any personal or relevant stories.
Delivery Tips
Encourage everyone to participate.
Review Questions
What costs are associated with onboarding new employees?
Employee Anxiety A solid onboarding process also helps to alleviate employee anxiety. It is normal to feel some anxiety when starting a new job, with all its uncertainty and new information. An onboarding process that not only fulfills requirements regarding paperwork and policy but which also introduces the new hire to the workplace, coworkers, and expectations goes a long way toward relieving anxiety and helping the employee feel comfortable. This, in turn, helps promote employee retention.
Estimated Time
10 minutes
Topic Objective
Employee anxiety. Employee Anxiety
Topic Summary Explore reasons for and solutions to new employee anxiety. Materials Required
01-Employee Anxiety
Planning Checklist
None
Recommended Activity
Complete the worksheet individually. Share your answers with the rest of the class.
Stories to Share
Share any personal relevant stories.
Delivery Tips
Encourage everyone to participate.
Review Questions
What will help new employees be less anxious?
Page 14
Employee Turnover Preventing employee turnover is one important purpose of the onboarding process. Many employees decide whether to stay in or leave a job within the first six weeks of employment, and for almost all workplaces the first 90 days of employment is a critical period for employee retention. Employees who are anxious, uncertain about expectations, or otherwise do not feel part of the organization are more likely to leave within the first 90 to 180 days.
Estimated Time
10 minutes
Topic Objective
Employee Turnover Employee Turnover
Topic Summary
Consider the reasons an employee might leave a job in the first 90 days and brainstorm solutions.
Materials Required
Flipchart/board and marker
Planning Checklist
None
Recommended Activity
Discuss the reasons an employee might leave a job in the first 90 days and brainstorm solutions, and list these on the flipchart/board.
Stories to Share
Share any personal, relevant stories.
Delivery Tips
Encourage everyone to participate.
Review Questions
How can we use onboarding to encourage employee retention?
Realistic Expectations The onboarding process is a key opportunity to provide the new hire with realistic expectations. It is also key that the organization and the new hire’s manager have realistic expectations of what the onboarding process can do. Even the most efficient and quality onboarding process will not prevent all employee turnover. In addition, not all new hires will respond the same way to onboarding activities. No onboarding process can alleviate all anxiety, or fully socialize the new hire in just a few weeks. Setting realistic expectations for both employee and organization in terms of onboarding outcomes is important.
Page 15
Estimated Time
10 minutes
Topic Objective
Realistic Expectations Realistic Expectations
Topic Summary Discuss realistic expectations of the onboarding process. Materials Required
Flipchart/board and marker
Planning Checklist
None
Recommended Activity
As a group, discuss the expectations both employees and employers have of the onboarding process, and make a list on the flipchart/board. Then discuss whether these are realistic or not. For those that are not, work to make them realistic.
Stories to Share
Share any personal, relevant stories.
Delivery Tips
Encourage everyone to participate.
Review Questions
Why is it key to have realistic expectations of the onboarding process?
Case Study Marisol was hired into an entry-level job at a major firm in her industry. She was very excited to begin the job. On her first day, her manager handed her a large stack of paperwork and a pen, placed her in an otherwise empty conference room, and asked her to fill out the paperwork. Two hours later, her manager showed her to her cubicle and gave her the training manual for her new position. The manager told Marisol to call or email if she had any questions at all during her first day, and then left her to work independently. Marisol spent the first part of the day reading the training manual, but still found herself anxious about her ability to do the job, and also realized she was unsure what she was expected to do and complete. Her manager did not return voicemail until late in the day, so Marisol found herself uncertain how to proceed. As she ate lunch alone in her cubicle, she wondered if she would ever get the hang of this new job.
Estimated Time
Page 16
5 minutes
Topic Objective
Outline the Purpose of Onboarding case study. Case study
Topic Summary
Discuss the onboarding process Marisol experienced and how it was or was not effective.
Materials Required
None
Planning Checklist
None
Recommended Activity
Discuss the outcome of the case study.
Stories to Share
Share any personal, relevant stories.
Delivery Tips
Encourage everyone to participate.
Review Questions
How could Marisol’s organization have improved its onboarding process?
Page 17
Module Two: Review Questions 1. Which of the following is true on onboarding? a) b) c) d)
It is complete in a new hire’s first day It is a relatively small organizational investment It has no impact on employee retention It is one of the most significant financial investments organizations make
Onboarding is one of the most significant financial investments organizations make in their employees. When employees leave the organization, the organization loses that investment. 2. About how much do organizations spend each year in onboarding new hires? a) b) c) d)
$40 million $40 billion $100 billion $25 billion
According to the Society for Human Resource Managers, organizations spend about $40 billion per year on onboarding costs. This represents one of the most significant expenditures they make on employees. 3. Which of the following is true of employee turnover? a) b) c) d)
The first 90 days are a critical time in determining turnover Many employees decide to leave a job within the first 6 weeks Sound onboarding can help limit employee turnover All of the above
Many employees decide to leave a job within the first 6 weeks, and the first 90 days is a critical time in employee retention. A sound onboarding process can help promote employee retention. 4. Which of the following is not a realistic expectation of onboarding? a) b) c) d)
It will help promote employee retention It will help new hires become comfortable in the job It will eliminate new hire turnover It will help alleviate new hire anxiety
No onboarding process can eliminate all employee turnover, but a sound onboarding process can limit such turnover among new hires. It can also alleviate employee anxiety by helping new hires feel comfortable in the job, which can help promote retention.
Page 18
5. A sound onboarding process can last up to how long? a) b) c) d)
8 hours 180 days 5 days 45 days
The onboarding process is continuous, and can often last up to 180 days into a new hire’s tenure with the organization. It should never be thought of as a one-time event. 6. Which is true of onboarding? a) b) c) d)
It helps employees understand expectations for the job It involves a manager both giving and receiving feedback It helps integrate the new hire into the organization All of the above
Onboarding is more than just orientation. It is a continuous process of giving and receiving feedback, integrating the new hire into the organization, and helping the employee understand expectations for the job. 7. Which of the following is true of employee anxiety? a) b) c) d)
It is a normal part of starting a new job It shows that the employee is unqualified It naturally goes away with time All of the above
Anxiety is a normal part of starting a new job, even if the employee has done similar work before. A solid onboarding process helps to alleviate employee anxiety. 8. Employee anxiety contributes to which of the following? a) b) c) d)
Productivity Collegiality Motivation Turnover
Employee anxiety can contribute to turnover if it is not addressed. This is why one of the key goals of onboarding is to help alleviate new hire anxiety.
Page 19
9. What best describes Marisol at the end of her first work day? a) b) c) d)
Anxious Comfortable Relaxed Excited
Marisol was experiencing significant anxiety at the end of her first day on her new job. She was uncertain about whether she would ever understand her new job. 10. Which of the following is true of the onboarding process Marisol experienced? a) b) c) d)
She was not given realistic expectations She was not given feedback She was not made to feel welcome All of the above
The onboarding process Marisol experienced did not lay out realistic expectations. It also did not make her feel welcome, as she was not introduced to coworkers and was left alone much of the day. Her manager’s unavailability meant she also did not get feedback.
Page 20
Employees who believe that management is concerned about them as a whole person are more productive, more satisfied, more fulfilled. Yo-Yo Ma Module Three: Introduction Preparing your employees for success starts long before they arrive for their first day on the job. A sound onboarding process not only helps to integrate new hires into the workplace, it prepares them to succeed in the first days and months on the job and over the long haul. A quality onboarding process goes beyond just new employee orientation -- it supports employees as they grow comfortable in the job and the organization.
Why Onboarding? Why invest in an onboarding process rather than just a one-day orientation? A continuous onboarding process not only ensures that new hires have the necessary paperwork filled out and start the job on the right foot, but helps to socialize the new hire into the organization. Because a new hire’s needs and concerns will change as he or she becomes comfortable with different aspects of the job, a continuous onboarding process ensures that employees can ask questions or have different needs addressed as they come up. A quality onboarding process helps to promote employee retention, which is both a cost savings and contributes to greater continuity among the work team.
Estimated Time
7 minutes
Topic Objective
Introduce onboarding. Why Onboarding
Topic Summary Consider the onboarding process. Materials Required
Page 21
Flipboard/chart and markers
Planning Checklist
None
Recommended Activity
Have the class discuss the various aspects of onboarding processes they have been through and the reasons for them
Stories to Share
Share any personal, relevant stories.
Delivery Tips
Encourage everyone to participate.
Review Questions
Why do we have onboarding?
Importance of Onboarding The onboarding process sets the tone for an employee’s experience at an organization. While many people think of onboarding solely in terms of new hire orientation, in reality onboarding begins with the first welcome from Human Resources, and continues throughout the new hire’s first weeks and months at the organization. Attention to every phase of the onboarding process helps to fully integrate new hires into the organization, which contributes to morale, productivity, and retention.
Estimated Time
7 minutes
Topic Objective
Introduce onboarding. Onboarding
Topic Summary Consider the importance of onboarding and your experiences with it. Materials Required
02-Onboarding
Planning Checklist
None
Recommended Activity
Complete the worksheet individually.
Stories to Share
Share any personal, relevant stories.
Delivery Tips
Encourage everyone to participate.
Review Questions
Why is onboarding important?
Page 22
Making Employees Feel Welcome One of the most important goals of the onboarding process is to make new hires feel welcome in the organization. Onboarding processes which are cold, impersonal, and involve little contact with managers and other employees can be off-putting. In contrast, an onboarding process in which the new hire has contact with new coworkers and managers, is warmly welcomed, and has his or her needs and personality taken into account is likely to create more positive feelings. Some ideas for making employees feel welcome during onboarding include:
Introduce the new hire to office neighbors, work team members, and support staff If possible, have the employee’s workstation set up and stocked with supplies Ensure that the new hire has someone to eat lunch with on his or her first day
Estimated Time
7 minutes
Topic Objective
Explore the importance of making employees feel welcome. Making Employees Feel Welcome
Topic Summary Discuss experiences will feeling welcome or unwelcome in a new job. Materials Required
Flipboard/chart and markers
Planning Checklist
None
Recommended Activity
Have the class ideas about what would (or does) make them feel welcome in a new job, or what might make them feel unwelcome. List these on the flipchart.
Stories to Share
Share any personal, relevant stories.
Delivery Tips
Encourage everyone to participate.
Review Questions
Why is it important to make new employees feel welcome? How can we do this?
Page 23
First Day Checklist A first day checklist can be helpful for both managers and new hires in the onboarding process. A first day checklist helps ensure that the new hire has the most important information they will need by the end of the first work day, and that they have been adequately welcomed into and oriented to the space. Having a standard first day checklist also ensures that there is consistency across onboarding for all new hires. Some things to include on the first day checklist might include:
Greeting and welcoming the new hire Setting up lunch with the new hire’s team or manager Having the new hire’s ID badge or other identification ready Introducing the new hire to team members, direct reports, and supervisors Going over the new hire’s job description Going over the organizational chart Giving the new hire a tour, including restrooms, break rooms, kitchen facilities, and common areas Showing the new hire his or her mailbox, as well as copiers, fax machines, and other equipment Going over IT and telephone policies and procedures
Estimated Time
7 minutes
Topic Objective
Create a first day checklist. First Day Checklist
Topic Summary Create a first day checklist. Materials Required
Flipchart/board and marker
Planning Checklist
None
Recommended Activity
Have the class discuss the items they feel are important on an employee’s first day, including what they wish they had known or what they include in the first day at their organizations.
Stories to Share
Share any personal, relevant stories.
Delivery Tips
Encourage everyone to participate.
Review Questions
Why is a first day checklist helpful?
Page 24
Case Study Kenya began a new job at a large firm. She was very nervous her first day about finding her way around and learning her duties. Kenya’s manager, Pearl, met her in the lobby when she arrived. Pearl gave Kenya a tour of the office, pointing out her cubicle, the common areas and restrooms, and the workroom with the copier and office supplies. Along the way, she introduced Kenya to the coworkers in the neighboring cubicles. Pearl and Kenya then sat down and went over Kenya’s job description and the expectations for her first week. Finally, Pearl gave Kenya her ID badge and walked her to her cubicle, which was stocked with the supplies she would need to begin work. At lunch with her manager and one of her team members that day, Kenya felt like she was settling in nicely.
Estimated Time
5 minutes
Topic Objective
Outline the Onboarding case study. Case Study
Topic Summary Discuss how onboarding can impact an employee’s first day. Materials Required
None
Planning Checklist
None
Recommended Activity
Discuss the outcome of the case study and how the onboarding process impacted the outcome.
Stories to Share
Share any personal relevant stories.
Delivery Tips
Encourage everyone to participate.
Review Questions
How did the onboarding process help Kenya settle in her first day?
Page 25
Module Three: Review Questions 1. What does a sound onboarding process improve? a) b) c) d)
Employee comfort with duties Employee retention Productivity All of the above
A sound onboarding process improves many areas of the workplace. Sound onboarding improves employee comfort with duties, which in turn promotes retention and productivity. 2. The main goal of onboarding is to __________________. a) b) c) d)
Cover all legal requirements of hiring Increase productivity Socialize the new hire to the workplace Improve the bottom line
The main goal of the onboarding process is to socialize the new hire to the workplace. Onboarding not only takes care of policy and procedure requirements, but integrates the new hire into the workplace. 3. Which of the following is a benefit of a continuous onboarding process? a) b) c) d)
It allows employees to seek help as new needs or questions arise All of these It allows the manager to provide feedback as the employee settles in It allows for the employee’s changing needs
A continuous onboarding process accounts for the fact that an employee’s needs will change as he or she settles into a job, and thus new questions may arise. Continuous onboarding also allows for the manager to give and receive feedback. 4. Onboarding should be what? a) b) c) d)
Brief Efficient Impersonal Continuous
Onboarding should be continuous for the new hire’s first 90 to 180 days. A sound onboarding process is also personal, allowing for the employee’s individual needs and questions.
Page 26
5. Which of the following is not likely to make an employee feel welcome? a) b) c) d)
Being greeted by her manager on her first day An empty workstation Being introduced to the people who work near her Being given a tour of the office
One important component of the onboarding process is making the employee feel welcome. Greeting her, giving her a tour, introducing her to others, and ensuring that her workstation is set up and stocked are all ways to make an employee feel welcome. 6. Making an employee feel welcome on his first day does all but which of the following? a) b) c) d)
Alleviates anxiety Begins to integrate him into the team environment Orients the new hire to the work space Reduces onboarding costs
Making a new hire feel welcome is a key part of the first day. Welcoming a new employee begins to integrate him or her into the work environment, orients him or her to the space, and helps alleviate anxiety. 7. Why is a first day checklist helpful? a) b) c) d)
It ensures that the manager covers everything that the employee needs to know It provides a list of the basic issues an employee needs to get through her first day It ensures that onboarding is consistent across new hires All of the above
A first day checklist is helpful for both managers and new hires. A first day checklist ensures that the employee has all the information she needs to navigate her first day, provides a guide for managers or others who are beginning the onboarding process, and ensures that onboarding is consistent across employees. 8. Which of the following should be included on the first day checklist? a) b) c) d)
Greeting the employee Giving the employee a tour of the space Going over the employee’s offer letter Introducing the employee to team members and supervisors
The first day checklist should involve greeting the employee, giving him or her a tour of the space, and introducing him or her to team members, direct reports, and supervisors. The offer letter should be discussed pre-arrival.
Page 27
9. Which of the following best describes how Kenya felt at the end of her first day? a) b) c) d)
Anxious Welcome Unwelcome Angry
Kenya’s manager helped her feel welcome on her first day. The onboarding process at their organization takes several steps to help new hires feel welcome on their first day. 10. Which of the following aspects of the onboarding process helped Kenya feel welcome? a) b) c) d)
Having her workspace set up Having lunch with others Being introduced to her team members All of the above
All of these steps helped Kenya to welcome. Pearl took several measures, from ensuring that Kenya had the necessary supplies to making sure she wasn’t on her own for lunch, to make Kenya feel welcome on her first day.
Page 28
END OF FREE PREVIEW FULL WORKSHOP AVAILABLE EXCLUSIVELY AT:
Page 29