What is New Employee On-Boarding?

New Employee “Orientation”

New employee orientation is the process used for welcominga new employee into your organization. New employee orientation generally contains information about safety, the

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work environment, the new job description, benefits and eligibility, company culture, company history, and the organization chart.  It typically occurs on the employee’s first day.

New Employee “On-Boarding”

The term “On-boarding” refers to the process of integrating new employees into the organization, preparing them to succeed at their jobs, and to become fully engaged, productive members of the organization. It includes the initial orientation process and the ensuing 3, 6, 9, or even 12 months.

 

All too often, orientation programs revolve around filling out forms, speakers droning on about various policies, and watching the obligatory sexual harassment video.  On-boarding programs, by contrast, are designed to create an inspiring experience that reassures new hires they made the right choice and lays the foundation for high performance, morale and engagement.

 

More About On-Boarding

On-boarding begins with the offer letter, includes the days between the offer letter and first day of work, and are likely to have day 1, month 1, quarter 1, and year 1 goals. Done well, the on-boarding process not only prepares employees well, but leaves them feeling inspired.

 

Effective on-boarding means keeping in touch with your new hires as they integrate into your organization. It means actively seeking them out to find out how they’re doing and – this point is critical – making it easy for them to tell you what’s on their mind. The more safe and easy you make it for new employees to speak the truth, the more likely you are to prevent employees from waiting until their exit interview to tell you what went wrong.

 

Quote: Dave Olsen, Starbuck’s chief coffee buyer, when asked by Scott Bedbury, author of A New Brand World: Eight Principles for Achieving Brand Leadership in the 21st Century, what the critical “difference that makes a difference” at Starbucks is, replied that it wasn’t about the coffee beans.  It wasn’t about the ambience they so carefully create.  It wasn’t about the employees they hire.  “When it comes to on-boarding,” says Olsen, “Everything Matters –  every choice, every action, every communication has potential consequences.”

 

Think “Experience”

When making strategic and operational decisions related to on-boarding “thinking experience”:

1. “What Emotional Take-Away do I want to create?”

2. “What Perceptual Take-Away do I want to create?”

 

 

Values-Based Culturest

What does it mean to have a values-based culture?

Values are the deep-seated beliefs that people, organizations, and societies share – a purpose, a mission, or a philosophy that is meaningful. When companies adopt values, individuals within the organization become energized, as do customers, products and services, and everyone and everything else associated with the organization. The ultimate power of the values comes from their expression in every detail and act that the company performs.  The richer the values aspired to, the greater the energy and capacity released.

When we examine the lives of famous people, we often see how personal values guided them, propelling them to the top of their fields. For example, one actor motivated by his commitment to social justice, took on important acting roles related to that value that made him world famous. Likewise, a well-known business CEO was motivated by the personal value that technology should be easy to use, which caused his company to spawn a technology revolution.

Implementing values energizeseverything. For an individual, committing to and applying values releases fresh energies.  For an organization, values are goals or standards that set the direction and mobilize the collective energies of the cultural for great accomplishment. They prompt us to strive for the maximum that is conceivable, rather than the minimum that is achievable.

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QUOTES:

Quotes evoke values and have a similar affect on motivation as a company’s stated values.

 

Examples:

“You can’t build a reputation on what you are going to do.”

- Henry Ford

 

“Things do not happen; things are made to happen.”

- John F. Kennedy

 

“Next to doing the right thing, the most important thing is to let people know you are doing the right thing.”
-John D. Rockefeller

 

“Truth has no special tie of its own.  Its hour is now – always.”

- Albert Schweitzer

 

“Real integrity stays in place whether the test is adversity or prosperity.”

- Charles Swindoll

 

“The compulsion to excellence assures excitement.”

- Robert Schuller

 

Creating the Right Working Environment

Any organization’s ongoing success is in large part reliant upon it’s ability to attract and retain the best people and to inspire them to do their best work. Therefore, creating the right work environment becomes essential.  The “right” environment means one where individuals are respected and valued, and have ample opportunity to achieve their full potential.

 

Teachable Points of View

 The term “Teachable Point of View”, introduced by Noel Tichy (business consultant, educator, and author), has taken on a large following and organizational leaders around the world are writing their teachable points of view and going over them with their teams.

 

So What IS A Teachable Point of View?

Teachable Points Of View are stories that leaders use to define themselves and their values, and to communicate with and teach others.

 

Who we are as leaders comes from the ups and downs of our life experience, not the books we have read or the courses we have taken. These experiences shape our points of view on topics that are vital to individual success and the success of the organization. Frequently centered on deeply held beliefs, TPOV’s often relate to:

 

* how to grow a business

* how to achieve one’s potential

* how values and ethics are essential for success

* how teaching, coaching, or mentoring brings out the best in others

* how to use courage and resolve to achieve goals and work with

others

* how humility plays a role in success and effectiveness

 

Creating Your Own Teachable Point of View

Creating a teachable point of view is not an easy process.  First it requires doing the mental work of figuring out what our point of view is, and then the creative work of putting it into a form that makes it accessible and interesting to others. In The Cycle of Leadership, Tichy wrote, “The very act of creating a Teachable Point of View makes people better leaders. … [L]eaders come to understand their underlying assumptions about themselves, their organization, and business in general.”

 

Creating your own teachable point of view involves reflection – going back as far as you want to birth or early childhood – and identifying the experiences that have shaped you. Then, finding the story you can use to lead or teach others.

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How Strong is Your Organization’s “On Boarding” Program?

 Thirteen “differences that make a difference” in determining whether or not your on-boarding program will prepare your new hires to succeed at their jobs and become engaged, committed, highly productive employees:

 

1. Do You Make Your New Hires Feel Welcome?

 

2. Do You Inspire Pride?

 

3. Do You Help New Hires See the Big Picture?

 

4. Do You Show How Employees Matter?

 

5. Do You Collect and Share Stories?

 

6. Do You Make Your Orientation Program Interesting and Interactive?

 

7. Are You Designing It From the New Employee’s Perspective?

 

8. Are You Holding Your Orientation Program When It’s Most Understandable and Beneficial?

 

9. Have You Broken Your Orientation Program Down Into Digestible, Bite Sized Chunks?

 

10. Are You Offloading As Much Information As Possible To Your Intranet?

 

11. Do You Have a “Mentoring Program?

 

12. Are You Making It Easy For New Employees to Tell You How They’re Doing?

 

13. Do You Help Your Supervisors and Managers Do Their Part Well?

 

 

 

First Impressions

 Most of us have heard that it takes only seconds to make a first impression – the first five to seven are the most critical.  Research now shows that in the next five seconds we can add another 50 percent to that first impression.  Furthermore, research is now

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showing that it takes 20 or more additional experiences with someone to change a first impression.  So in those first 12 seconds we gather important clues into how somebody operates, their business approach, their attitude, professionalism, and personality.  (Dave Lorenzo, Business Coach, 2006)

 

How can you make a better first impression?

  • Smile.
  • Stand up straight.
  • Dress nicely.
  • Make eye contact.
  • Be open, warm, and approachable.
  • Listen and contribute to the conversation.

 

Building Career Momentum

 

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Most of us dream of having a career that brings us enjoyment, fulfillment, recognition, and financial reward.  Whatever your dream is, you can start building momentum right now by actively committing to becoming aware of, and removing, any obstacles to your career success.  There are three key areas to consider when scanning for potential obstacles.

 

Obstacles to Career Success

Career limiting thoughts – Thinking that something is “never going to happen” is one sure way to make certain that it won’t happen.  If you believe that a position is unattainable, then you may be programming yourself to limit your career progression.  There is a saying that demonstrates this thinking – “You have to believe in order to achieve.”

 

Career limiting interpersonal behavior – This includes everything from habitually yawning or stretching at team meetings, to sharing confidential information with parties outside the “need to know” loop, or even talking about people behind their backs.  These behaviors can definitely limit your potential career progression.

 

Neglecting work relationships – Whether we think of them as internal customers, coworkers, peers for colleagues, career coaches advise never taking work relationships for granted.  Sometimes we develop deep relationships with coworkers.  Many other work relationships may never achieve this depth.  Regardless, it is well to remember that people form their impressions of us based upon our interaction with them. Not how well we get along with our closest associates.

 

 

What is EMOTIONAL INTELLIGENCE (EQ)?

 In the last few decades, researchers have been identifying specific things that make people successful and it’s clear that high achievers see life and behave in ways that we can learn.  They use a set of skills that, broadly speaking, give them the ability to successfully manage their emotions and behaviors, and to effectively build and maintain relationships with others.  These skills have been collectively referred to as Emotional Intelligence.

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EQ can be visualized as comprised of two skill sets – those related to self awareness/management and those related to social awareness/relationship management.

 

 

             SELF AWARENESS 

Can I accurately identify my own emotions and tendencies as they happen within me, and use that awareness to guide my decisions/ behavior?

 

SELF MANAGEMENT

 

Can I manage my emotions and behavior so that I cause a positive outcome?

 

SOCIAL AWARENESS

 

Can I accurately identify your emotions and tendencies as I interact with you?

 

RELATIONSHIP MANAGEMENT

 

Can I manage the interaction I have with you and others in a way that causes a positive outcome?

 

 

Self Awareness means…

knowing your feelings at the moment
knowing how those feelings affect your performance
having a realistic picture of your abilities
having a well-founded self-confidence

 

Self-management means…

having the ability to handle stressful situations well
being open about your mistakes and expecting the same of others
being conscientious, being adaptable, having initiative
being optimistic as you strive to perform better

 

Social awareness means…

accurately picking up on others’ emotions, what’s really going on
being able to show empathy giving good service to others
being aware of what’s going on in your organization

 

Relationship management means…
building bonds with others
communicating effectively
managing conflict to achieve win/win outcomes
developing other people’s abilities

 

How Important is EQ in the workplace?

Researchers disagree on how much the emotional skills contribute to success, but even the most skeptical think they are probably as valuable as your intellectual and technical skills. You can’t do much about your I.Q. but your can certainly increase your E.Q. (Your Emotional Quotient.)  Studies of major organizations show that the need for emotional intelligence grows with the complexity of the work. For success in the top levels of leadership, emotional skills are virtually the entire difference between outstanding leaders and mediocre ones.

 

Here are some examples:

 

r  In a national insurance company, insurance sales agents who were weak in emotional

competencies such as self-confidence, initiative, and empathy sold policies with an

average premium of $54,000. Those who were very strong in at least 5 of 8 key

emotional competencies sold policies worth $114,000 (Hay/McBer Research and

Innovation Group, 1997).

 

r  Experienced partners in a multinational consulting firm were assessed on the EI

competencies plus three others. Partners who scored above the median on 9 or more

of the 20 competencies delivered $1.2 million more profit from their accounts than

did other partners – a 139 percent incremental gain (Boyatzis, 1999).

 

r  A study of 130 executives found that how well people handled their own emotions

determined how much people around them preferred to deal with them (Walter V.

Clarke Associates, 1997).

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Pathyways to Learning Session

No Pathways sessions in July or August.

 

Next Session:  September 24, 2009

                       “Business Acumen and Emotional Intelligence (EQ)”

Tips for Building Resilience

CREATIVITY
  • Look for the opportunity in change – the good ideas for how you can make the most of the change will follow.
  • When looking for a solution to a problem, ask for help from people to come up with ideas that are new and haven’t been tried yet.
  • Consider ideas that would improve yourself at work that maybe you were not open to before.
EAGERNESS TO LEARN
  • Move ahead with learning more about an area of the company that will improve your ability to do your job.
  • Ask someone to help you learn a new skill.
  • Show an interest in learning more about the change and how you can contribute.
POSITIVE MINDSET
  • In change situations, decide what is in your control and do what you know will help you and others.
  • Think uplifting thoughts that build your confidence in yourself to make the change.
  • Give change a chance to work and help make it happen.
SELF EMPOWERMENT
  • Surprise your manager with an idea you have for improving the business.
  • Once a month, go to your manager and ask, “What is something I can do to help you out?”
  • When making decisions, trust yourself to make the right one without looking to others first for their opinion.
ADAPTABILITY
  • Let people know you are open to doing things a different way.
  • Show people your flexibility by saying “yes” to change.
  • Model resilience and agility in the face of change, and encourage others to do the same.
COURAGE
  • Everyday, decide on one risk you can take.
  • Ask others for feedback once a week.
  • Have one “courageous conversation” a week on something you feel needs to be talked about.
FOCUS ON RESULTS
  • Ask yourself and others, “How can we reach our objective?”
  • Talk to others about the results you want to achieve in the change.
  • Keep taking small actions that will move you closer towards the results you want.

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Adapted from Right Management, Inc.

Sphere Of Influence

 Webster’s dictionary defines influence as, “the act or power of producing an effect without apparent exertion of force or direct exercise of command.  The power or capacity to cause an effect in indirect or intangible ways.” Often what this really means is the ability to work across a variety of knowledge centers, agendas, cultures, and diversity without having full authority.

 

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Everyone has a sphere of influence.  Typically those we influence include our families, close friends, co-workers, acquaintances, and communities.  But the single most important person to influence is – YOU.  Are you able to influence yourself and your actions so that others see:

 

Integrity                                                          Vision

Hard work                                                       Enthusiasm

Personal authenticity                                      Collaboration

Genuine care and concern for others             A spirit of team play

 

Influence is a process, not an event.  It is a conscious, deliberate effort, not happenstance. It is gained over time, through relationship development and management.  When gained, it must be guarded, nurtured and applied.  Influence is a very valuable resource, often more valuable than money.  It can also be squandered, misused or lost.

 

Simple Applications

  • Make others feel important
  • You can disagree without being disagreeable
  • Solicit and incorporate input from others
  • Be willing to change your plan to accommodate new ideas
  • Be willing to admit that someone else has a better idea
  • Provide negative feedback in a positive way
  • Acknowledge and recognize team member contributions
  • Listen – really listen

Building a Successful Career

 A successful career is built over a period of time. You do not just wake up one day and find yourself successful in your career.  Building a successful career involves some steps:

  • Self Assessment
    Every career success in life comes with self-assessment. You need to assess yourself in order to know what you want in life. Know yourself. Take time out to know what makes you happy. Take time out to do a survey of what you like and what you don’t like. Know your ability. Know your limitations. Be true to yourself. What can you do? Your career in life depends on what you can do and the skills you have

  • Research
    Get to know the do’s and don’ts of the career you intend to pursue. Research involves learning from people who have gone ahead of you successfully. People makes career, career don’t make people. Ask questions. Learn. Know what those who are successfully engaged in the types of work you desire know and do that keeps them successful and satisfied.

 

  • Decision Making
    Stop.  Sit down. Think. Make the critical decisions that will lead to your success. Determine where you are in your career and where you want to go.  Can you stay on the path you are on or do you need to transition to another path? You need to make these decisions for yourself. No one can make career decisions for you.

 

  • Goal Setting
    One major component of career planning is setting short-term (in the coming year) and long-term (beyond a year) career and job goals. Can you be successful in your career without setting goals? Of course. Can you be even more successful through goal-setting? Most research says yes.

 

  • Learning and Developing

Take the time to consider what types of learning experiences will help you achieve your career goals. Pinpoint those that will enhance your current job performance or prepare you for future roles.

 

  • Visioning
    One of the really fun outcomes of career planning is picturing yourself in the future. Where will you be in a year? In five years? Envision various career paths, and develop scenarios for seeing one or more of these visions become reality.stock-photo-18509820-happy-professionally-dressed-woman-holding-organizer-outside-a-house.jpg