Archive for the ‘Onboarding’ Category


Enhancing the Employee Value Proposition

Friday, January 30th, 2015

How many new employees did you hire in the last 12 months?

What attracted them to join your organisation?

You may have listed the benefits of working with you on the career section of your website, but do you really know?

If you are finding it hard to source top talent and not securing the highly capable, motivated candidates you need, you may want to revisit your Employee Value Proposition (EVP).

iStock_000005390930Medium 

A good place to start is by asking your most talented employees what they like most about working for you; and why they stay with the organisation. You could be surprised. The drivers that motivate your people may have changed, especially if the demographic of your workforce has shifted.

Next, capture the views of new employees in the onboarding process. Canvas their first impressions of what your organisation has to offer and revisit them in 12 months to see if the reality measures up to the promise of your EVP.

A strong EVP that delivers intrinsic satisfaction with the work experience drives employee engagement, leading to a healthy and happy workplace.

 

 

Ensuring leaders succeed in transition to a new job

Friday, September 27th, 2013

 

The early days in a job are challenging for most newly appointed leaders. Even if they feel well equipped   for the new role, they have a lot to learn about their organisation and its people, culture and way of working. Many people feel they can intuitively do this. After all, they have been successful in previous roles.

At first, it’s easy to put effort into ‘what’ to do in the new job at the expense of ‘how’ to go about it.Early mistakes such as failing to understand the culture, clarify the expectations of stakeholders or misreading group dynamics can be hard to recover   from later on. untitled-design-2

 

In most large organisations, up to 25 per cent of managers take on a new position in any given year. That    is a lot of people facing different responsibilities, learning new skills and coming to terms with fresh challenges!

What Research Tells Us

Research shows that up to 40 per cent of promoted leaders will fall short of expectations in the first eighteen months and the risk is even greater for newcomers to the organisation. When leaders fail, everyone suffers. Morale, productivity and revenue all take a hit. What we know is that:

  • Companies who invest time and resources in onboarding enjoy the highest levels of employee engagement.
  • Individuals who fail to adapt and develop as the surrounding context changes are at risk of derailment.
  • Unsuccessful leadership transitions have a negative impact on the credibility of the selection process.

The cost of turnover at the executive level can be 2 to 3 times annual remuneration. The cost is too great to leave successful transitions to chance.

Onboarding programs that consist of a company induction combined with individual coaching reduce the risk as they ensure that people get off to a good start and build momentum for longer-term success. Everyone Wins!