New EEOC Report: Workplace Harassment Prevention Not Working, Harassment Continues to be a Problem
Date: Jun 18, 2021, FriStart Time: 10:00 AM PDT
Duration: 2 HrsBook Mark:
Topic ID: WEB00147
Whether you call it Onboarding, Induction, Enculturation, or New Employee Orientation (NEO), the process used to welcome and train your new employees while capturing their excitement of a new job and reducing their new job jitters is critical to their success. WE have new challenges now with the pandemic – how do we onboard a new employee virtually? NEO is not a one day event, but rather a process that begins after their acceptance of the job and extends through the first year of their employment. Studies show that the new arrival's primary concerns are three things--my job, my boss, and my coworkers. Dealing with new employee jitters and uncertainties is a high priority in orientation programs. How long this mental mayhem lasts may depend a great deal on employee orientation. It’s been said that new hires have about 90 days to “prove” themselves in their new workplace. According to the Society of Human Resources Management (SHRM), 500,000 Fortune 500 managers change jobs every year while, overall, managers change jobs every 2 – 4 years. Non-management employees may change jobs even more frequently. The process of orienting new employees to their new position, their new work environment, and their new colleagues takes time and if not done effectively, the new hire leaves and goes elsewhere. Onboarding is the process that welcomes and integrates the new hire into their new position and workplace so they become engaged and committed to their role in assisting the organization in reaching its mission. Onboarding is a strategy and a process that extends well beyond the first day on the job. It is a critical process to get the new hire off and running in their new environment, their new position, and with new colleagues enabling them to enjoy their work and their employer. Onboarding needs to include fun activities, using “buddies” to streamline the new hire’s experience, beginning from the point of the job offer. It is one of the most important elements an employer should invest in.
A comprehensive Onboarding process plays a pivotal role in catalyzing your new hire’s engagement into their new role, responsibilities, and the organization. The new employee reaches productivity a full 2 months sooner, function as a team member quicker, less likely to quit, and more likely to be an active member of the organization. All of this equates to huge financial savings on the part of the organization. By 45 days after a new employee begins their job, 20% quit! By 7 months, 50% have quit. Forty six percent of new hires fail within 18 months, and only 19% achieve success. The exodus of these new hires costs the employer approximately 20% of each employee’s salary. Considering the percentage of employees who never engage with their new job – the costs are enormous. If those employees engaged, research shows that the stock value will have higher earnings per share, and the business will experience 22% higher profitability, 21% higher productivity, 10% higher customer engagement, 25% to 65% lower turnover, 37% lower absenteeism, 28% lower shrinkage (theft), and 48% fewer staff safety incidents.
- Sample checklists for the manager/supervisor, HR, and the Buddy are provided
- Tips on orienting the virtual employee
- How to evaluate your Onboarding process
- To discuss importance of Checklists for what to accomplish the first day, first week, first month, and the first 90 days.
- To list suggested lists and topics for the onboarding portal
- To examine onboarding portal systems
- To Tips on how to select and utilize a Buddy
- Orientation Evaluation forms for the new hire, HR, the buddy, and management
- Tips on the manager-new hire “expectations” discussion
Why should you attend?
- To describe onboarding tactics for virtual new hires.
- To identify HR, the supervisor, and the Buddy’s roles in welcoming and training the new employee
- To discuss the new employee’s role in her or his orientation
- To differentiate between the orientation to the organization and the orientation to the department
- To assess, develop, implement and evaluate your Onboarding strategy
- To examine Onboarding best practices
- To explain gap analysis, force field analysis, and SWOT analysis in assessing your organization’s onboarding requirements
Who Will Benefit:
- Human Resources Professionals
- All Supervisors
- All Managers
- All Directors
Dr. Susan Strauss
Susan Strauss RN Ed.D. is a national and international speaker, trainer and consultant. Her specialty areas harassment, discrimination and bullying; organization development, and management/leadership development. Her clients are from healthcare, education, business, law, and government organizations from both the public and private sector. Susan conducts bullying and harassment investigations, works as an expert witness for harassment and bullying lawsuits, and coaches those managers and employees that need assistance in stopping their harassing or bullying behavior.
Dr. Strauss has authored over 30 books, book chapters, and articles, as well as written curriculum and training manuals. Susan has been featured on 20/20, CBS Evening News, and other television and radio programs as well as interviewed for newspaper and journal articles such as the Times of London, Lawyers Weekly, and Harvard Education Newsletter.
Susan has presented at international conferences in Botswana, Egypt, Thailand, Israel, Palestine, Bali, Lebanon, and the U.S., and conducted sex discrimination research in Poland. She has consulted with professionals from other countries such as Israel, England, Australia, Canada and St. Maartin. She has her masters in community health and holds a doctorate in organizational leadership.
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