Order Time to Productivity Assignment

Order Time to Productivity Assignment
· Many organizations invest more money in hiring
· new employees than in helping them acclimate
· and become productive.
· Most new hires want to get off to a good start, but
· need help doing so.
· It takes mid-level managers an average of six
· months to get up to speed in a new job.
· Even in restaurants and hotels it can take about 90
· days for a new employee to attain the productivity
· level of an existing employee.
· On average, the time for new external hires to
· achieve full productivity is eight weeks for clerical
· jobs, 20 weeks for professionals, and more than
· 26 weeks for executives.
Order Time to Productivity Assignment
Orientation and Socialization
· Onboarding (or orientation): the process of
· completing new hires’ employment-related
· paperwork, and familiarizing them with their jobs,
· coworkers, work spaces, work tools, and the
· company’s policies and benefits
· Socialization: a long-term process of planned and
· unplanned, formal and informal activities and
· experiences through which an individual acquires
· the attitudes, behaviors, and knowledge needed to
· successfully participate as an organizational
· member
· The primary goal of socialization is to get new
· employees up to speed on their jobs and
· familiarize them with the organization’s culture,
· or the norms, values, behavior patterns, rituals,
· language, and traditions that provide a
· framework that helps employees interpret and
· understand everyday experiences
Socialization
· Can speed up the time it takes new hires to reach
· the point at which they start generating a return
· on the company’s investment in them.
· Can improve employee retention and employee
· engagement, lessen the impact of reality shock,
· and facilitate new hire adjustment and integration.
· People who are well socialized in their
· organizational roles tend to have higher incomes,
· be more satisfied, more involved with their
· careers and more adaptable, and have a better
· sense of personal identity than those who are less
· socialized.
· Socialization prepares employees to perform their
· jobs effectively, fit into the organization, and
· establish productive work relationships.
Socialization Choices
· What to include: What people, politics, culture,
· language, job requirements, and work processes
· should be discussed? What elements of the
· company’s history, business goals, and key
· strategic objectives should be included?
· Whom to include: Which people should be
· involved in the socialization program—the hiring
· manager, coworkers essential to the new hire’s job
· success, or even the new hire’s family?
· How to use technology: Should the program be
· Web-based, or in-person?
Effective Socialization
· Actively involve new employees
· Encourage them to ask questions
· Clarify new roles and their connection to
· business strategy
· Manager must take the time to get the employee
· up to speed
· Pairing coworkers with new hires for days or
· weeks can facilitate their transition
· Assess transition progress using metrics including
· engagement, 30-, 60-, and 90-day retention rates,
· and supervisor satisfaction
Global Mobility
· Managing employees’ global and domestic
· assignments and national and international
· movements, helping employees manage tax,
· immigration, and personal issues and preparing
· and moving employees to jobs around the world
· There should be a formal identification process
· based on employees’ fit with the role and career
· development needs, not be volunteer based
· Repatriation should also be managed proactively
Managing the Flow of the Workforce
· Having the right people in the right jobs to
· execute business strategy requires effectively
· managing turnover and retention, succession
· management, redeployment, and separations.
· Optimal turnover: not the lowest turnover
· possible, but the level that produces the highest
· long-term levels of productivity and business
· improvement
The Cost of Turnover
· “Measuring the Cost of Staff
· Turnover” (3:18)
Why Top Performers Leave
Identifying Turnover Causes
· Exit interviews: asking departing employees why
· they are leaving to acquire information that can be
· used to improve conditions for current employees
· Employee satisfaction surveys can identify
· problems that can be addressed to prevent
· additional turnover
Maintaining Relationships With Ex-Employees
· Ex-employees can continue to affect a previous
· employer as potential clients, future business
· partners, employee referrers, brand ambassadors,
· and possible high-quality rehires
· Make ex-employees feel appreciated as they leave
· Provide a social network and access to useful
· information
Retention
Retention Strategies
· “Employee Retention Strategies” (7:35)
Retention During Mergers and Acquisitions
· Create financial agreements with key talent that
· serve as golden handcuffs and create mobility
· barriers.
· Financial incentive packages such as retention
· bonuses or stock options that mature over time
· can retain essential employees, and increase their
· commitment to making the merger successful.
· Companies can also increase the value of
· severance packages offered to workers who stay
· until a merger or acquisition is completed to keep
· important talent from leaving prematurely.
· These types of agreements are typically
· solidified in a written contract that specifies the
· financial incentives that the employee will
· receive if they stay with the company for a
· specified time.