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Transcript of Employee Life-cycle
e.g. Chi-square & significance of difference Campbell and Stanley identify 15 types of experimental designs 1963 Types of basic designs and threats elaborated upon 1979 Experimental Design Timeline More complex and sophistocated experiments, involving many variables hello How to Achieve Future Success Now Training The process that ensures we have the right number and kind of people at the right time to acheive our objectives Inspire, Admire, Retire, Fire Inspire them to perform to their capabilities. You have to challenge and motivate them TGIM (thank God it's Monday) EE's v TGIF (thank God it's Friday) ones When they recognize you as a good boss and a real leader, they will stay around Sometimes it just doesn’t work, and employees either decide to leave or are asked to leave. Planning Employee Maintenance? Hiring 1. 2. 3. 4. It is important to hire the best people we can find. The cost of replacing a bad hire exceeds the additional cost of hiring the best person in the first place Performance Management Performance managent is an important investment of a manager's time and energy. It allows AEI to be better poised to achieve strategic results when embraced by managers. Structured Approach Objectives Results Behavior PMP Measures Performance Cycle Objectives Behaviors Corporate Goal Setting Individual Objectives Perform, Monitor, Feedback Ongoing Communication process reinforcing key behaviors that drive performance management Calibration This peer-level calibration ensures that every manager and director is interpreting and applying the performance citeria consistantly. It also generates an agreed upon forced ranking. Look a Like Forced Ranking PMP Delivery Feedback enables employees to reorient their behavior more quickly and efficiently Frequent Accurate Timely Specific Negative Positive Feedback is an indespensable part of our porfessional lives and a critical part of our jobs PIP A Performance Improvement Plan usually indicates that a worker is in trouble. It is a warning signal to the under-performing worker that offers an objective and positive approace to turning around poor performance The employee is successful at correcting behavior and continues. TThe employee is unsuccessful and self selects out or is terminated 1. 2. Continuation -Not embracing the cycle is not an option Jon 4.1 Sam 4.0
Sam 3.9 Jon 3.6
Terry 3.3 Terry 3.3
Ellen 3.2 Donny 3.2
Donny 2.9 Ellen 3.0
Mike 2.9 Mike 2.5 Life Cycle is not Linear It never ends Absolutely necessary 1. 2. 3. -Plan, Measure, Motivate, Correct Continiously -This is our way of doing business 360 Evaluations A multidementional process that ensures employees are exemplifying AEI behaviors Provides feedback, both positive and negative Can be a group setting or paper based Supported by examples is the key Documents:
•360 Evaluation Guide (360 Evaluation Program.ppt)
•360 Facilitators Outline (360eval blank.xls)
•AEI Managers Interviewing Guide (AEI Manager’s Interviewing Guide.doc)
•AEI PIP Managers Guide (AEI Performance Improvement Plan.doc)
•AEI PMP Managers Guide (AEI PMP mgr_guide.doc)
•Blank PMP-PIP Form (Blank PMP.xls)
•Example Interview Guide (INTERVIEW GUIDE – Assembly Inspector.doc)
•Dealing with an Aggressive Employee
•Disagree, Don’t Argue
•Encouraging Excellent Performance
•Get More Done by Understanding Task Type
•Handling a Crying Employee
•Leadership – Bathtub Model
•Rules for Changing Behavior
•Setting SMART Goals
•Smart Managers Read Behavior Plan DO Check Act Plan DO Check Act I will not flinch in the face of sacrifice, hesitate in the presence of adversity, negociate at the table of the enemy, ponder at the pool of popularity, or meander in the maze of mediocrity. I will not give up, shut up, let up or slow up. To Reach A Port We Must Sail - Sail, Not Tie At Anchor - Sail, Not Drift - Sail Impact of a Bad Hire negative effect on customers detractor for top performers learning curve productivity loss increased management time termination/replacement costs company failure 40% to 50% of Hires are Poor Performers Impact of a Great Hire 1 top performer = 3 average performers increased workload exceed quots / goals exceed customer expectations company morale attractor for other great hires Preparing for the Interview What's the pain?
What needs to get done by when?
How will success be measured quantitatively?
What are the attributes of a top performer?
Why would the right person want this job? Managing the Interview Have a rating system
Develop effective interview questions
Determine the candidates personal drivers
stay on track Managing Interview Teams Personality and Cultural Fit
Leadership and Management Ability How to Identify Top Performers Drive - self motivated, loves winning, achieving goals
Curiosity - love what they do, intensely curious about field
Ethics - honesty, integrity, ability to do the right thing Fundamental Character Traits Constructing Interview Questions There are no Silver Bullets "Describe a situation where you...?"
"Give a specific example of when...?"
"What has been your most difficult...?"
"What was your most significant achievement...?" Try to get to their drive, curiosity and ethics Getting to "I" Team Department Company World I Candidate Walk through their History "How did you find out about the job?"
"What initially attracted you to the job?"
"Why did you leave?" Reviewing the resume What Not to Ask - legal Issues Age Sex Sexual Orientation Marital Status Ethnicity/Race Veteran Status Disability Focus on the essential functions of the job Understand your Personal Filters Work Experiences
Education Seek Contrary Evidence strong areas weak areas NEW EMPLOYEE ONBOARDING Onboarding is the process of interviewing, hiring, orienting and successfully integrating new employees into the organization's culture.
The best onboarding strategies will provide a fast track to meaningful,productive work and strong employee relationships.
The orientation of new emplyees starts prior to the employee's start date and is extended through a least the first six months of employment.
Onboarding is a comprehensive continuous process that takes months to complete, rather then a one day event. FIRST IMPRESSIONS MATTER When it comes to onboarding new employees, everything matters. Every choice, action, and communication makes an impact. Human Resources, will partner with you, the manager, and your new employee throughout the New Employee Onboarding Program. However, the person primarily responsible for ensuring the new employee’s success on the job is YOU, their manager.
This is one of the most important duties you perform as a supervisor. Remember that first impressions last, so put fourth the extra effort to make the best first impressions possible! BENIFITS OF ONBOARDING Welcomes them to AEI: This onboarding program can help the new employee feel welcomed into our organization. This also helps to reduce the new employee’s anxiety by giving him/her the information and resources they need at the appropriate time.
Provides an Overview: This onboarding program gives the new employee an overview of the following:
a. AEI Mission, Vision, and Values
b. Organizational policies, procedures, and rules
c. Organizational structure
d. What AEI does (all of the different services we provide)
e. AEI compensation and benefits
f. Organizational culture
Establishes Clear Expectations: This program provides opportunities to address expectations of job responsibilities and standards of performance and behavior with the new employee. This program indicates specific time-periods to clarify short-term and long-term objectives and goals.
Opens the Lines of Communication: This onboarding program establishes open communication between the new employee and the manager from the start of employment. This type of honest on-going communication benefits both the new employee and the manager in the long run.
Builds Key Relationships: This program assists the new employee in forming the necessary relationships critical to his/her success at AEI and in their new position. Reduces Employee Turnover: By giving new employees the tools and resources they need to be successful at their jobs and by demonstrating that AEI cares about their employees, new employees feel valued and supported and as a result, they stay with the organization longer.
Research shows that good onboarding programs can improve employee retention by up to 25 percent.
Speeds up Time to Individual Productivity: New employees can become valued contributing members of the organization much sooner, by shortening the time it takes to get new employees trained and “up to speed.” Onboarding programs can shorten time to productivity by as much as 2 months! In turn, this reduces costs to the organization.
Increases motivation and collaboration: This onboarding program can increase employee motivation levels as well as their desire to perform at a higher level through clear upfront expectations and goals. Additionally, increased teamwork and collaboration results from the consistent and planed integration of new team members.
Saves Time for the Manager: The more quality time spent onboarding and clearly defining goals and expectations with new employees can drastically reduce the time needed later on to address performance issues.
Promotes Pride, Job Satisfaction, and Commitment to Quality within AEI: The more these values are instilled in new employees upfront, the longer lasting and more ingrained they become. Benefits to Employee Benefits to AEI ONBOARDING PLANNING Before the First Day:
Preparing for a new hire's start date is the first step of ensuring effective onboarding. Start by completing an agenda for the first week on the job. As part of the agenda, schedule times for the new hire to meet with key staff members. Provide staff members with the new employee's resume and job description, and advise them to follow a meeting format that includes sharing a description of their own position, how their role interacts with that of the new hire, and how they might expect to work together in the future. This is also a good time to assign a mentor or buddy to the new hire as an immediate resource for any questions, help them build a network, educate them on resources, and give key information about organizational culture and goals.
Next, create a comfortable workstation for the new hire. Stock his or her workstation with the tools needed to hit the ground running, such as paper, pens, computer, phone, keys, and business cards. Make sure that voicemail and email accounts are set up. The First Day
The first day of a new job can rattle the nerves of even the most experienced professional. The better prepared you are to welcome the new hire on his or her first day, the easier this transition will be for everyone.
Schedule a particular staff member to be available to greet the new employee and give an office tour. During the office tour, introduce the new hire to all staff members as well as pointing out the copy machine, mail room, employee mailboxes, lunch room, and restrooms. Remember that new hires are asked to absorb a lot of information in a short amount of time, so they will likely have questions about these things later.
Balance the first day schedule between orientation, meetings, and less formal gatherings. Arrange for the new hire to be treated to lunch on the first day by a group of staff members.
Schedule a meeting with the employee's supervisor for the first afternoon. During this meeting, the supervisor should review the responsibilities of the position and give an overview of what the first 30-90 days in the position will look like. During the First Week
While the first day entails presenting a good deal of information to the new hire, the first week focuses on the exchange between the new hire and other staff members, primarily with his or her supervisor and/or direct reports.
During the first week, the supervisor and new hire should meet to discuss desired management style and information about typical processes, such as how decisions are made. This is also the time to agree on expectations and create a timeline for deliverables.
If in a supervisory role, ensure that the new hire meets with any direct reports one-on-one and as a group within the first week. These meetings will help build the new team, provide context and orientation towards the department/team, and allow the new hire to get a sense of the work style of each team member.
It is also important for the new hire to interact with other staff that may not be on his or her immediate team. Schedule at least one meeting set up per day with different staff members. This gives the new hire time to learn about the whole organization from many different perspectives and to create new relationships with key staff members.
In addition to interacting with internal staff, if it is appropriate for their role, ensure that the new hire is scheduled to meet in person with any necessary partners, funders, Board members or other constituents within the first month. Encourage new hires to notify their personal and professional contacts of their new role, thereby providing a marketing opportunity for your organization. The First Three Months and Beyond
Effective employee onboarding continues past the first week. Throughout the first three months, stay mindful of opportunities to integrate new hires into their work groups and into the organization as a whole.
After 90 days, have the supervisor provide formal feedback on the new hire's performance, while also soliciting feedback from the employee. Depending on the organizational culture and policies, this meeting could involve a representative of the human resource department. During this meeting, any issues should be addressed and all parties should be confident that the new hire is poised for success in their role.
Finally, remember to build opportunities for feedback into the onboarding process. Encourage the new hire to note any ideas that they have for improving the operations, strategy, or culture of the organization. The new hire may or may not feel comfortable sharing these immediately, but it is important that the organization be open to the impressions of someone with fresh eyes. Allow employee onboarding to be an iterative process, one that evolves with your organization's growth.
Although all of these steps require an investment of time and resources, it is an investment that will pay enormous dividends for your organization for years to come. . The 10 Commandments of Onboarding
Rules to live – and work – by for a divine onboarding experience.
1. Thou shalt not bear false witness against thy employee. Few things are more disappointing than the realization that the job you thought you were hired to do is sorely different than what you're actually doing. As an employer, misrepresenting your employee's new role destroys trust in you immediately, after which no amount of orientation efforts can undo the initial damage.
2. Thou shalt give a written plan of employee objectives and responsibilities. A written plan detailing objectives, strategy and expectations of future results helps diminish any confusion about a new employee's job functions and instead opens up the floor to discuss concerns or new opportunities.
3. Thou shalt give thy employ thy undivided attention. Letting email, phone calls or other employees distract you during orientation sessions sends the message, "I'm just not that into you" and kills morale. Prepare a checklist of subjects to review with your new employees, set aside the appropriate amount of time to do it, and let others know that you are not to be interrupted while you are orienting your new workers. This gives new employees the message that they are the most important item on your agenda. (Or: this lets new employees know that...)
4. Thou shalt have relevant paperwork ready. Make sure all administrative forms—such as employment, direct deposit, and benefits—are ready to be completed on day one so you don't have to waste time dealing with it later, and so that your employee can start getting these important matters taken care of right away.
5. Thou shalt introduce thy employee to thy neighbors. Provide staff members with the new employee's résumé and job description and advise them to follow a meeting format that includes sharing a description of their own positions, ways in which their roles interact with that of the new hire, and how they might expect to work together in the future. (This is also a good time to assign a mentor or buddy to the new hire as an immediate resource for any questions and key information about organizational culture and goals.)
6. Thou shall set up thy employee's workstation. An empty workstation is to a new employee what an unkempt home is to a houseguest. Before the employee arrives on day one, stock his or her workstation with everything from paper and pens to keys and, if possible, business cards. Make sure the phone and computer, complete with voicemail and e-mail accounts, are set up. Leave a copy of an organizational chart, staff list, and phone directory on the new hire's desk.
7. Thou shalt schedule one-on-one time to ensure you connect regularly with the new employee. If you can't do this on a weekly or bi-weekly basis, schedule meetings to provide feedback at 30- and 90-day checkpoints, or before a semi-annual review.
8. Thou shalt create a balance. The first day is always tough. Vary the first day's schedule by including less formal gatherings between meetings. Arrange for a group of staff members to treat the new hire to lunch on the first day to provide a little non-meeting relief and levity.
9. Thou shalt clarify the company culture. Again, to avoid future confusion (or embarrassment), provide the employee with company information, policies – including dress code and late policies – and benefits. If your organization has a new employee handbook, leave that on the desk as well.
10. Thou shalt think beyond the first few days. After 90 days, request formal feedback on the new hire's performance from his or her supervisor, and be sure to solicit feedback from the employee as well. Take this opportunity to address any issues of concern as well as note any accomplishments so that all parties are confident that the new hire is poised for success in his or her role. FIRST IMPRESSIONS MATTER Mid Year Dental and Life Renewal Why Change? Numerous Errors Poor Customer Service Going to Market Dental Company Provided Life & ADD and LTD Voluntary Life ADD, Spouse Life ADD, Child Life ADD Dental 8 Providers invited to bid Metlife and Delta Dental Best of the 8 Life & ADD LTD Vol Life ADD
EE Child SP Vol STD Summary MetLife Hartford
Life 0.143 0.145 (per $1000)
ADD 0.033 0.025 (per $1000)
Month $2,424 $2,342
Annual $29,093 $28,101
LTD 0.26 0.22 (per $100)
Month $1,845 $1,561
Annual $22,138 $18,732
AEI Month $4,269 $3,903
AEI Annual $55,231 $46,833
Op EE Life Same Same
OP EE ADD 0.055 0.025
Op SP Life Same Same
Op SP ADD 0.055 0.025
Op Ch Life 0.24 0.10
Op Ch ADD 0.05 0.020
EE Monthly $2,144 $1,901
EE Annual $25,731 $22812 Fun Fun