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Course Content
Session One: Course Overview
You will spend the first part of the day getting to know participants and discussing what will take place during the workshop. Students will also have an opportunity to identify their personal learning objectives.
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Assignment: Personal Learning Objectives
Course Overview
Session Two: Defining Onboarding
To start, participants will explore what onboarding is (and is not) and how it differs from orientation. Participants will also identify some of the business benefits of a successful onboarding program. To conclude the session, participants will discuss some factors for success and some issues that can lead to failure.
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What is Onboarding?
Assignments
Benefits for Your Business
A Recipe for Disaster
Assignments
Session Three: Creating the Onboarding Steering Team
This session will look at who should make up the team that will steer the onboarding program and what their role should be.
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Assignments
Creating the Onboarding Steering Team
Session Four: Gathering Supporting Information
Next, participants will learn what key processes, programs and stakeholders should be included in the onboarding development process. Participants will also receive a list of questions that they can use to shape the program’s vision. Then, participants will practice creating a vision for a fictional company.
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Finding the Processes and People
Assignments
Putting it All Together
Assignment 1
Assignment 2
Session Five: Setting Goals
In this session, participants will learn the six elements of a good goal, summarized by the SPIRIT acronym.
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Setting Goals
Session Six: Developing the Framework
To begin the second day, participants will create a full onboarding program outline for their fictional company.
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A General Framework
Pre-Work
Creating an Onboarding Plan Template
Semi-Annual and Annual Reviews
Session Seven: Creating an Onboarding Plan
To conclude the first day, participants will work on a personal onboarding plan for a fictional case study.
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Onboarding Plan Template
Assignments
Session Eight: Customizing the Framework
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Assignments
Session Nine: Measuring Results
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Assignments
Session Ten: Branding the Program
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Making the Onboarding Program All Your Own
Branding River Adventures
Session Eleven: Onboarding Executives
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Assignments
Session Twelve: Understanding Employee Engagement
In this session participants will learn about the Gallup studies on engagement, and what they can do to make sure employees are checked in.
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Understanding Employee Engagement
Session Thirteen: Ten Ways to Make Your Program Unique
A well-designed, unique program can be an ambassador for your company. This session will give participants some ideas for making their onboarding program stand out.
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Assignment 1 Going Above and Beyond
Assignments 2 Debrief
Session Fourteen: Fun and Games
Your onboarding program doesn’t have to be all work and no play, as long as employees are learning or building relationships while they are playing. In this session we’ll share some of our favorite onboarding and training games.
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Assignments
Session Fifteen: Case Study Analysis
To conclude the workshop, participants will review the case studies that they gathered for a pre-assignment and create a list of best practices.
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Assignments Group Case Studies
Assignments
Personal Action Plan
At the end of the workshop, students will have an opportunity to ask questions and fill out an action plan.
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Personal Action Plan
Recommended Reading List
Onboarding: The Essential Rules for a Successful Onboarding Program
About Lesson

Consider these statistics from the Wynhurst Group (2007) and Cornerstone onDemand (2010):

  • 22% of staff turnover occurs in the first 45 days
  • The cost of losing an employee in the first year is estimated to be at least three times their salary
  • 25% of Fortune 500 managers change jobs once a year
  • A well-designed onboarding program can make employees 58% more likely to stay with an organization beyond five years

Costs to Consider

Lost productivity

Not only will you lose productivity while the job is vacant, the interviewing and training process can also consume resources and time.

Recruiting costs

Don’t forget somebody’s time to place an advertisement. They must check what the organization is looking for, prepare information, verify copy, send the ad to the newspaper, and then handle phone calls, inquiries, and resumes.

Screening costs

This includes reviewing resumes (based on a resume short-listing guide that has been prepared by someone, we hope). Also included is the cost of responding to directed inquiries and requests for information. Don’t forget any letters of regret you send out, including paper, postage, and time to create and sign.

Interviewing costs

This includes time spent contacting candidates, arranging interviews, preparing for the interviews, and conducting them. You’ll also need to create, sign, and send letters of regret.

Testing costs

If you do testing, there is a cost associated with monitoring and rating the tests. Doing group testing? Divide total cost by number of candidates who will be interviewed.

Evaluating costs

This includes time spent evaluating, checking references, and making the selection.

Offer costs

The cost of making the job offer. Figure in time spent negotiating with the candidate, arranging start date, and other arrangements that must be made before the candidate arrives. (Business cards? Supplies? Locker and keys?)

Training costs

The money associated with taking the time to meet the candidate; introducing him/her to others; providing an orientation; and providing training.

Other costs

As well, consider the cost of reduced efficiency as the new employee learns the job, including time spent by someone answering questions and showing him/her the ropes. There may also be other employee turnover costs associated with your organization.

Add these costs up to get the total cost of replacing one employee.

 

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