Automating the Candidate Journey: 3 Best Practices to Engage Employees During Onboarding

3 Best Practices to Engage Employees During
Onboarding
Lilith Christiansen Naba Ahmed
With: Moderated by:
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About Lilith Christiansen
Lilith Christiansen brings more than 20 years of consulting experience to SilkRoad, having established a reputation
as an industry expert, author and speaker. At SilkRoad, Lilith Christiansen leads a team dedicated to partnering
with SilkRoad clients to develop world-class strategic onboarding practices and programs that transform their
employee experiences and drive business outcomes. The onboarding solutions team helps organizations build
better employee experiences and drive retention by connecting all the onboarding experiences throughout the
employee lifecycle.
About Naba Ahmed
Naba went to Cal Poly, San Luis Obispo and majored in Journalism and minored in Integrated Marketing
Communications. After working as Editor-in-Chief at the campus newspaper, she became interested in developing
content across multiple platforms, and now works as a Content Marketing Specialist at Aggregage, providing some of
the most interesting thought-leaders across a wide variety of industries with a space to celebrate the diversity, depth,
and experience of their professional cultures, personalities, and passions.
Automating the Candidate Journey
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© Copyright 2019 SilkRoad Technology | All Rights Reserved 5
TODAY’S AGENDA
How to design and implement a new onboarding strategy
How to leverage HR tech to streamline onboarding
How to bring your team up to speed on a new strategy

TODAY’S AGENDA

7© Copyright 2019 SilkRoad Technology | All Rights Reserved 7
eForms with pre-populated data and electronic
signatures drive efficiency and accuracy.
FORMS MANAGEMENT
Deliver personalized and contextual content to the right
people at the right time.
WORKFLOW
Connect new hires to mentors, buddies, and cross-
functional departments to drive engagement and
acculturation.
ENGAGEMENT
THREE ESSENTIAL COMPONENTS OF STRATEGIC ONBOARDING

KEY PILLARS OF STRATEGIC ONBOARDING

9© Copyright 2019 SilkRoad Technology | All Rights Reserved 9© Copyright 2019 SilkRoad Technology | All Rights Reserved
ONBOARDING
SUPPORTS TALENT ALONG
THE WHOLE EMPLOYEE JOURNEY

ONBOARDING
SUPPORTS TALENT ALONG
THE WHOLE EMPLOYEE JOURNEY

NEW HIRE JOURNEY…

Following a structured approach to planning, design and
launch is critical to successfully operationalizing a program
12
SCOPING &
KICKOFF
DIAGNOSTIC &
VISIONING
BUSINESS CASE &
BLUEPRINT
DEVELOPMENT
DESIGN & DEVELOP
PROGRAM
TESTING & PILOT DEPLOY, MEASURE,
& REFINE
PROJECT MANAGEMENT & CHANGE MANAGEMENT
STEP I STEP II STEP III STEP IV STEP V STEP VI
Onboarding Redesign Framework
• Establish project
governance
• Articulate the issue(s) to
resolve
• Scope Definition (e.g.,
target segments in/out of
scope)
• Capture in-going
hypotheses
• Objective Setting
• Requirements
Identification
• Key Opportunities
& Root Cause
Identification
• External
Benchmarks
• As-Is Process
Analysis
• Develop future
state vision
• ID and prioritize
quick wins
• Business Case
• Systemic Program
Blueprint
Architecture
(including New Hire
Journey Map)
• Work Plan to Guide
Program Element
Development
• Onboarding Program
Elements
- Content
- Materials
- Guidelines
- Governance
• Technology
Development
- Process Maps
- Integration
Documented
- Data Configuration
- eForms
• Implementation
Planning
• Pilot Design,
Preparation &
Deployment
• Configuration
• Peer QA
• UAT
• Assess Pilot
Performance
• Full Scale
Deployment
- Product
Migration
• Training
• Metrics
Dashboard
• Feedback Analysis
• Recommended
Revisions As
Needed

13© Copyright 2019 SilkRoad Technology | All Rights Reserved
New Hire Empathy Map

LEADING PROGRAMS GENERALLY FEATURE FOUR KEY PHASES – CUSTOMIZED
TO SPECIFIC NEW HIRE AUDIENCES
OFFER ACCEPTANCE – DAY 0
1.Make the new hire feel
welcomed to company
2.Provide forums to begin making
connections
3.Educate new hire on moving to
new city and what to expect in
Week 1
4.Allow new hire to self-educate
on the company
5.Complete forms and paperwork
1.Create positive first impression
2.Provide engaging introduction to
culture, values, strategic and
operating background and role
expectations
3.Share ‘unwritten rules’ and
company norms
4.Provide assistance with most
immediate needs
5.Enable new hire to begin
building a network
1.Provide functional
Orientation/job-skills training
2.Initiate structured discussion and
exposure to strategic
circumstances
3. Support career development
and provide forums for a ‘safe
place’ to ask questions
4.Provide professional
development guidance
5.Provide opportunities to grow
personal/ professional network
1.Provide opportunities to continue
professional development
2.Continue exchange on strategic
picture and direction
3.Provide structured feedback on
performance
4.Provide opps. to grow and
strengthen network
5.Recognize and celebrate key
milestones
6. Discuss and plan for future
PREPARE ORIENT INTEGRATE EXCEL
DAYS 1 – X (VARIABLE) DAYS X - 90 DAYS 91 - 365TIMING
EXAMPLEOBJECTIVES&
PROGRAMELEMENTS

In Conclusion…
Benefits & Learnings from the Field
20% Mindset
✓ Interaction + Transaction =
Experience
✓ Clear vision & strategy for hot to get
there
✓ Full commitment and acceptance of
change
25% People (Who?)
✓ People understand the vision and the
journey ahead
✓ People are engaged effectively
✓ People understand the benefits of
using technology and improving our
process
10% Technology (What?)
✓ Technology is designed to support
people and processes
✓ Technology manages and delivers
data people need to make informed
decisions
45% Process (How? When?)
✓ Business outcomes are defined a
processes are aligned
✓ Processes are designed around the
user and clearly defined
✓ People understand the future of work
and how to best leverage technology
and adopt new processes

TODAY’S AGENDA

Automating the Candidate Journey: 3 Best Practices to Engage Employees During Onboarding

An interactive onboarding roadmap provides new hires and
stakeholders perspective on the journey

Youvisit.com
Virtual Reality driven videos allow facilities to “come to
life”

Buddy Welcome Video
Welcome Taylor!

TODAY’S AGENDA

© Copyright 2019 SilkRoad Technology | All Rights Reserved
LEADERSHIP
TACTICAL
SUPPORT
ESTABLISHING A STEERING COMMITTEE WITH KEY STAKEHOLDERS AND A
MULTIDISCIPLINARY DESIGN TEAM IS A PRE-REQUISITE TO INITIATING A
SUCCESSFUL ONBOARDING DESIGN EFFORT
CHIEF PEOPLE
/ HR OFFICER
HR SHARED
SERVICES
LEADER
RECRUITING
LEADERS
HR COE
LEADS
INTERNAL
COMMS.
LEADER
KEY BUSINESS
LEADERS
CONTENT
DEVELOPERS (HQ /
REGIONAL L&D)
AD HOC
ADVISORS
Prepare
F&A
PROJECT DESIGN TEAM
24
Talent Management Leadership
Orient Integrate Excel
HR/Legal Mktg/PR IT Dev F & A
HR
Leadership
HRBPS
New Hire
Managers
New
Hires

SENIOR
BUSINESS
LEADER INPUT
STRATEGIC
BUSINESS
INITIATIVES
STRATEGIC
TALENT
INITIATIVES
CURRENT &
FUTURE COST
STRUCTURE
INTENDED
OUTCOMES
SENIOR BUSINESS LEADER
INPUT
▪ Understand their
observations/frustrations with
staff being unprepared to
perform against expectations
▪ Assess how talent needs have
changed with evolving business
strategy
CURRENT & FUTURE COST
STRUCTURE
▪ Identify current cost drivers
▪ Estimate development and
maintenance costs of future state
onboarding program
INTENDED OUTCOMES
▪ Identify specific, quantifiable
objectives to be driven by an
enhanced, comprehensive
onboarding program
STRATEGIC BUSINESS
INITIATIVES
▪ Determine how onboarding can
support business strategies
quantitatively and qualitatively
STRATEGIC TALENT
INITIATIVES
▪ Determine how onboarding can support
strategic initiatives quantitatively and
qualitatively
Ideally, you secure
an executive
champion within the
business (if one
hasn’t already been
identified)
BUSINESS CASE:
25
1. Demonstrate the “size of the prize” and potential ROI
2. Provide the link for how onboarding can drive enhanced business
results

Definition
Make the organization
as a whole aware of
the challenges and
business need
associated with the
current program, and
the intent to fix it
Create a compelling
case for change to
help the organization
understand the
reasoning behind the
changes and the
anticipated benefits
All employees are aware
of the initiative and
understand its purpose
A well-articulated
document is created to
convey the business
reasoning behind the
change and how the
Agency and various
stakeholders within the
system will benefit from
it
Ensure that each
stakeholder group
understands how they
will be impacted by the
changes (tailor
communication to
reflect desired behavior
changes and anticipated
benefits for each group)
Provide updates on
progress and early
successes, continue
communications in
conjunction with
continued program
evolutions
Second Wave of
Messaging
Each stakeholder group
understands what is
expected of them, what
changes will happen
now and into the future,
and potential
implications - What’s in
it for me? (WIIFM)
Employees understand
how the changes have
impacted the Agency
and are encouraged and
excited about continuing
to support the program
Meet with key
stakeholders to ask for
feedback and guidance
on ways to further
improve the design plans
and messaging
Find an initial group of
“core leaders” to help
win over the rest of
the Agency leaders
and “champion” the
cause; show the
organization that they
support the changes
Establish a strong
governance structure
to ensure
accountability for the
initial implementation
and beyond and to
support innovation
and idea management
Key stakeholders
approve or provide
suggestions for
strengthening the
process and
communications
Champions are
identified, won over, and
as a result are willing to
participate and send the
appropriate messaging
to their direct reports
Ownership of the
process is clear, both
during the initial phase
and on-going after it is
launched
SuccessIndicator
High Level
Messaging
(Wave 1)
Case for
Change
Line Leader
Champions
Stakeholder
Feedback
Governance
Structure
Second
Wave of
Messaging
Continue to
Educate and
Evolve
AN INTEGRATED CHANGE MANAGEMENT AND COMMUNICATION STRATEGY IS
KEY TO SUCCESSFUL ADOPTION AND IMPLEMENTATION

2019 TRENDS AND APPLICATIONS IN EMPLOYEE ONBOARDING
HOW WELL DOES YOUR CURRENT ONBOARDING PROGRAM SUPPORT EACH OF THE FOLLOWING BUSINESS
OUTCOMES? (% RATED VERY WELL)
New hire engagement
New hire job readiness
New hire time-to-productivity &/or level-of-productivity
Preparing talent to meet our future workforce needs
New hire retention
Ability to compete and attract talent
Onboarding admin costs
BASE: ALL QUALIFIED RESPONDENTS: n=203
Q810: How well does your current onboarding program support each of the following business outcomes?
Advanced
Basic

of CFOs say their firm has
a hard time keeping their
best employees
lose 10% or more of their
new hires within the first
year
is expensive – 5 out of 10 CFOs
say that 25% or more of their
labor costs are related to
unwanted turnover
92% believe proper onboarding
could decrease costs associated with
unwanted turnover
benefits of engaged employees are
higher productivity, better
teamwork, and increased customer
satisfaction – all direct business
drivers
cite a lack of engagement
as the number one reason
for unwanted turnover
2/3 TURNOVER TOP
CFOs 57%
$
ONBOARDING

Enabling people to thrive in a changing workplace.

Q&A
Naba Ahmed
With: Moderated by:
VP of Onboarding Solutions, SilkRoad
Linkedin page: /in/lilith-Christiansen
Twitter ID: @silkroadtweets
Email: lilith.christiansen@silkroad.com
Website: https://www.silkroad.com/
Lilith Christiansen
Editor, Human Resources Today & Recruiting Brief
Linkedin page: /in/naba-ahmed/
Twitter ID: @hrposts, @recruitingbrief
Email: naba@aggregage.com
Website: recruitingbrief.com
https://www.recruitingbrief.com/webinar-series/automating-the-candidate-journey
https://www.humanresourcestoday.com/webinar-series/automating-the-candidate-journey
https://www.hrtechcentral.com/webinar-series/automating-the-candidate-journey

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