To say COVID-19 has changed the recruiting and remote hiring would be an understatement. For a start, it’s likely you’re relying more heavily on the expertise of the rest of your HR team, your recruiter, or business leaders while navigating the interview and remote onboarding process. To help you improve the remote hiring process, we’ve put together our top four tips for interviewing virtually, including how to answer some tough questions from candidates.
1. Decide on the Remote Hiring Process
Before you do anything else, decide on the steps involved in the remote hiring process. Make sure everyone understands the types of interviews and stages the candidates will have to go through. This also allows an opportunity to offer candidates an outline of what to expect. This will be an unfamiliar situation for most, so planning and preparation are key. For example: The free version of Zoom limits meetings to 40 minutes. So, ensure everyone understands the rigid time frame.
If you’re using an agency to help you? Be sure to allow for scheduled follow-up calls with the agency. This will help to keep the process you’ve decided on to move more efficiently.
2. Produce an Information Pack for Candidates
A great employer branding tool, an information pack can be prepared by and sent to the candidates before the interview/s. The pack can include:
Background information about the company
What they should expect from each stage of the interview process
What you’re looking for in an ideal candidate
The technology and login details required (for example: Zoom, Skype, FaceTime, etc.)
Point of contact details throughout the interview process
Sending this information to the candidate will help them have agreat candidate experience. It will also allay some of their anxiety while enabling them to prepare to the best of their ability.
3. Encourage Managers to Use a Scorecard
A job interview in person is hard enough. Throw in video technology, and the degree of difficulty increases. When it comes to video interviews, keep your job as simple as possible. That way, you can focus more on making a fair assessment of each candidate. One way to do this: Produce a scorecard unique to the position the candidates are interviewing for. By isolating the top skills or qualities and giving them each a score out of 5, 10 or 20 (depending on the weighting of each), it allows you to quantify where a candidate sits. The scorecard can also help eliminate unconscious biases. After all, managers will only score in relation to the candidates’ demonstrated skills.
4. Prepare for Tough Questions from Candidates
During the remote hiring process, chances are there will be questions you and the hiring manager may not know how to answer. So prepare ahead of time for some of the most common candidate questions. Below are a few of these questions with tips on how to prepare for them.
What’s the workplace culture like?
As the majority of candidates going through the remote interview process won’t have been to your offices, you should explain what it’s like for a newcomer. Things to mention include virtual social activities, daily/weekly catch-ups and the technology you use to keep your staff connected.
Once hired, what should I expect from the onboarding process?
The minute details are not helpful here. Instead, provide a high-level overview of the virtual onboarding process. Mention any hardware that would be sent to the new starter’s home and give an outline of the first week of induction/training sessions. It may also be worth mentioning if your workplace organizes a work buddy for new starters and who would be responsible for leading the onboarding process, whether it’s someone from the HR team or the new starter’s line manager.
How well is the company working remotely?
This question is a good opportunity to mention any wins or challenges the company has faced. Assure the interviewee a remote onboarding process exists. You can also mention how regularly the company meets online and the other ways everyone keeps in touch – whether by Slack, Zoom, emails or phone calls.
What has your company learned from the transition to working from home?
Similar to the above, think about any learning curves the company has faced while working from home, whether they have had to do with systems, communication or staff surveys. A candidate may also want to know if the company now recognizes the value in working from home if this wasn’t already in place.
What types of measures are you looking at to return to the office safely?
While you’re probably still figuring out the details of the policy that will allow a safe return to the office, you should be able to mention the aspects you’re considering. These could include staggered start times, transport options, an increase in remote working or providing PPE.
Tell me about your flexible working policies?
The answer to this question is likely something all candidates will want to know. If you aren’t already aware, talk to management to find out the company’s thoughts. In some cases, work practices aren’t affected or will not be reduced. In that case, then simply explain why the company has taken this stance.
The remote hiring process is new for many of us. Which makes this is a great time to learn new hiring methods. Put these tips to work, and hire the best candidates!
https://talentculture.com/wp-content/uploads/2020/08/Untitled-design-2.jpg6001018Amy Laikerhttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngAmy Laiker2020-10-01 10:00:312021-02-16 20:14:374 Proven Ways to Improve Recruiting and Remote Hiring
Virtual assistants (VA) offer young brands the flexibility to focus on other areas of the business.
Don’t forget to subscribe to the podcast so you don’t miss an episode.
From multitasking between meetings and meal prep to the issues of internet and noise levels, many of us are still trying to adjust to this new normal. But we don’t have to do it alone. Big and small companies are hiring helpers to come to the rescue. These virtual assistants (VAs) and freelancers can take on the tasks that give employees a break and keep the business going.
Nathan Hirsch, co-founder of Outsource School, came to #WorkTrends to talk about this new trend. For entrepreneurs and leaders he’s got one rule of thumb: bring in help before you’re in dire straits early. “When you can’t walk away from your business for a week, a moment — that’s usually a good indication that you need to hire followers” — as he calls VAs.
The same approach applies as with bringing in any outside help: make sure everyone is on the same page and onboard well. Outsource School uses an onboarding process called SICC: Schedule, Issues, Communication and Culture. VAs also receive standard operating procedures for their first week at work and are tasked with not just reading them, but asking questions. A quiz determines whether they need more training or not — and at that point, if the fit isn’t right, each party may decide to part ways. “That’s how you protect your time, protect your investment and build trust,” he noted.
For managers, Nathan advises “making sure you set those communication channels up front” to get the process aligned — whether that includes emails, Slack, WhatsApp, Viber or all of them. Then coach VAs on which to use when. For VAs, asking for support when needed is critical. And I predict that we’re going to see more VAs coming onboard now and into the future, so this is an option I’d take seriously.
We covered a lot of ground in this discussion, so I encourage you to have a listen for yourself. Got feedback? Feel free to weigh in on Twitter or on LinkedIn. (And make sure to add the #WorkTrends℠ hashtag so others in the TalentCulture community can follow along.)
(Editor’s note: This month, we’re announcing upcoming changes to #WorkTrends podcasts and Twitter chats. To learn about these changes as they unfold, be sure to subscribe to our newsletter.)
https://talentculture.com/wp-content/uploads/2020/08/Coffee-Final.jpg6001018Meghan M. Birohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMeghan M. Biro2020-08-28 08:15:142021-02-16 19:50:57#WorkTrends: Hiring Virtual Assistants
In this extrovert-biased world of ours, the squeaky wheel gets the grease. Many job candidates aren’t making it past the hiring process to get the jobs they’re qualified for. The reality is that if introverts don’t interview in a bubbly, enthusiastic manner, they likely won’t make it to the next round. And if they don’t share their accomplishments with confidence and bravado, they’re likely to be overlooked for positions in which they would thrive.
The costs to our organizations of this lost talent are staggering to consider.
Yet, emerging evidence shows that the tide is turning. In a 2019 Workplace Survey of some 240 introverts, a promising 38% of respondents said their organizations demonstrated a willingness to hire and promote introverts. And as general awareness of introversion increases, it may become less of an exclusionary factor.
Hiring a diverse workforce is just the first step. Companies must also do the work to create places where people of all temperaments feel included and experience a sense of belonging. When introverts can see many different pathways to success and opportunities to thrive, it’s more likely that they’ll stay in an organization and do their best work.
Consider How Introversion Impacts The Job
In the hiring process, weigh whether personality actually makes a difference for the position.
Susan Schmitt, group vice president and head of human resources at Applied Materials, says, “The main thing that matters on temperament: Is there any element of this person’s temperament, nature or behavior that will impair them in this particular role or a future role?”
In essence, how might their temperament work for or against them in that particular role? Susan gave the example of a new hire that appeared to have low energy during the interview process. “She was somewhat slow in her responses, thoughtful and reflective, which led some interviewers to think she may not be right for the role. But her skills, knowledge, experience and education were super strong, and her capacity for complexity and conceptual capability were outstanding.” The team hired her.
“This hire became a success story, and she ended up becoming a vice president. Had she been dinged for her low-affect personality in that first interview, think of the lost contributions,” remarked Susan.
To ensure that people with introverted personality types are included and embraced within your organization, make certain that introversion is a key dimension of diversity within your larger talent management strategy. This would establish that an introverted candidate who didn’t come across as the kind of person an interviewer would “like to have a beer with” wouldn’t get shot down for that reason. After all, not every position requires a candidate to be great at after-work socializing, right? Furthermore, if everyone inside an organization knows the introvert-inclusive criteria for hiring and promotion, then they can build a stronger introvert-friendly culture throughout.
Through hiring greater numbers of introverts and embracing all personality types in our organizations, we may one day reach a critical mass of introverts who are recognized, respected and heard for their wise and understated input.
How Can You Attract Great Introvert Talent?
Here are some ways to ensure that you cast the widest net and seriously consider introverts in all hiring decisions.
Give them a sense of what it’s like. How do potential recruits view your company? Ryan Jenkins, Millennial and Gen Z expert, says that companies need to manage their YouTube channels and make sure they offer people the experience of seeing what it is like to work for your company. Introverts, who like to research and spend time in reflection, will be looking to social media channels to figure out if they have a connection to your brand. You may never even see those potential introverted hires if you have a sparse online presence.
Create an introvert-friendly interview process. Integrate these three strategies: first, prep the room. Avoid blazing lights and noisy areas. Consider chair placement; sitting too close together can be off-putting for introverts who value personal space. If it’s a group interview, seat the candidate at the middle of the table rather than at its head, so the candidate feels less scrutinized and can make eye contact with everyone.
Next, schedule adequate time. If you schedule yourself too tightly between interviews, you may feel pressured and impatient if the person doesn’t respond quickly enough, especially if you are an extrovert. Introverted candidates are likely to pause before answering questions, and you want to provide them with the time they need to fully express themselves.
And finally, attend to energy levels. One hiring manager said that she noticed her more introverted candidates were “not the same people at the end of the day. They deflated without a chance for breaks with back-to-back interviews.” To avoid overwhelming the candidate, only put people on the interviewing schedules who are essential to the process. Consider breaking a packed interview schedule into two days.
Check your bias at the door. If you’re more extroverted, beware of projecting your bias about introverts onto the candidate by wishing they showed more emotion or visible energy. If you’re an introvert, you’re more likely comfortable with a slower pace and pauses, and the possible self-effacing manner of an introverted interviewee. Check yourself for confirmation bias — that is, the tendency to seek answers that support your case and point of view while minimizing other important responses. Diversify your pool of candidates by being open to everyone.
Employ paraphrasing. Reflecting back what you heard gives candidates a chance to modify or validate what they said. It also offers a needed pause for introverts so they can process what’s being said in a reflective way. Both introverts and extroverts will appreciate the chance to clarify their thoughts and round out their responses.
Use AI tools (with caution). Using artificial intelligence screening is receiving more attention as one solution to reducing the costs of hiring and to promote more diversity. AI can allow you to cast a wider net and includes those with introverted temperaments who might not be considered in the initial screening process. Digital interviews record verbal and nonverbal cues of candidates and analyze them against position criteria. But many experts suggest using a slower approach rather than a full-scale adoption of these tools at this stage, as they can bear unintentional biases.
To capture introvert talent, think beyond hiring (and promoting) for personality. It starts with checking your own temperament bias and valuing introverts in your talent management process.
https://talentculture.com/wp-content/uploads/2020/08/Introvert-Final.jpg6001018Jennifer B. Kahnweiler, Ph.D.https://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngJennifer B. Kahnweiler, Ph.D.2020-08-15 10:00:062021-02-16 19:27:37Why You Should Recruit Introverts — and How
Would it be surprising to know that in many cases the determination to hire someone happens within five minutes of meeting them? What happens when a charming applicant gives all the right answers? Many times, applicants are hired for their charm instead of their job related knowledge, skills, and abilities. This also happens when the applicant’s personality is similar to that of the interviewer. It is not uncommon that a few months after hiring someone they are left wondering what went wrong. The new hire was not what they expected and didn’t have the skills necessary for the position.
The foremost reason to invest the proper amount of time in hiring the right person – from the start – is simply: cost. Turnover can be expensive. Some report that the cost of hiring a replacement is equal to 500 times the employee’s hourly rate of pay. Numerous studies also suggest that most employee relation problems are a consequence of hiring the wrong person for the job, which can result in poor productivity.
The interviewer should be prepared before the applicant is offered an interview. Was the application/resume reviewed? Are there gaps in employment? Was the entire application completed? What were the reasons given for leaving prior employers? It is not recommended to hire an applicant that does not provide phone numbers and contact names for reference checking purposes.
One of the most fruitful suggestions that can be offered is the telephone interview. Once a pool of potential applicants has been selected, a quick telephone interview should be conducted before anyone is brought in house for an interview. This step can help narrow the pool considerably and presents the opportunity to address any resume/application items that may be unclear, such as gaps in employment and duties and responsibilities of their previous positions. The same questions should be asked of all applicants during the telephone interview process.
Steps to a successful interview
Be prepared. Review the job description for accuracy.
Prepare interview questions in advance and anticipate probable responses to the questions.
Provide a comfortable environment for the applicant.
Explain the hiring procedure at the start of the interview.
Encourage the applicant to open up and talk.
Ask the right questions and let the applicant do most of the talking. The applicant should talk 80% of the time and the interviewer only 20% of the time.
Close the interview by asking if there are any questions, and thank the applicant for their time.
Common interview mistakes
Explaining the job before completing the interview. This gives smart applicants answers to all of the questions and makes it easy for them to match their answers to the job description.
Taking notes during the interview can cause the applicant to “freeze up”.
Always ask open-ended questions to ensure that the applicant does most of the talking.
How to get applicants to talk
Avoid interrupting the candidate.
Paraphrase and reflect upon the candidate’s comments.
Use silence. It is especially useful for the evasive candidate or one that is holding back information.
Communicate on the level of each applicant. Language & terminology used should match the job being filled.
Handling problem applicants
The Professional Interviewer is an experienced interviewer who knows all of the “right” answers to most interview questions. Pin the individual down to determine their true qualifications. Ask specific and probing questions about what this applicant has done. Don’t be fooled by buzzwords.
The Motor Mouth continually wanders off on different tangents and needs to be led back on track to avoid wasting time. Interrupt this person with key questions.
The Perfect Candidate believes they are perfect and will make that belief known, continually emphasizing how they are the right person. This is an applicant that you want to avoid.
The Politician never gives a straight answer and will evade an issue and bring up another topic. They must be forced to be specific by using clear and probing questions.
The Questioner will try to turn the tables and ask his or her own questions. The interviewer must assert control over the questioning.
Behavioral Interviewing is another technique which can be very helpful for gauging the candidate’s response to stress in certain situations. Here are some sample questions:
Tell me about a time that you missed an important deadline.
How did you handle missing the deadline?
What steps did you take to inform all interested parties that the deadline would not be met?
What were the consequences of missing the deadline?
Did you receive disciplinary action for missing the deadline?
If yes to the last question, did you agree with the disciplinary action?
Additionally, you may want to schedule interviews during the work shift of the position being filled; this will allow a first hand glimpse of how the applicant will function when they are in their “zone”. Also, group interviews are a great way to get others’ perspective on a candidate and they may notice things you missed, such as body language or a change in the applicant’s tone of voice.
It is very important to remember that there are federal and state restrictions on what a potential employer is allowed to ask an applicant during an interview. These prohibited questions are designed to protect applicants from potential illegal discrimination. To protect yourself from facing charges of discrimination in the workplace, you need to focus the job interview on job related areas. Ignore references to race, sex, age, religion or national origin. Any question during the interview that could relate to any of the areas mentioned is seen by the courts as “extremely unfavorable.”
(About the Author: Michele O’Donnell joined the team in January 2007 and currently leads MMC’s elite team of HR Consultants. Ms. O’Donnell has been involved in the Human Resources industry for more than 14 years, bringing vast training and management experience to the MMC leadership ranks. Her experience spans the broad scope of labor law, regulatory compliance and HR Best Practices, drawn from her rich experience as Director of HR for several firms throughout her career. She currently works to ensure that MMC’s consultants forge long lasting relationships with our clients, fostered in exceptional service and unsurpassed HR expertise. Ms. O’Donnell earned her baccalaureate degree in Business Administration from Auburn University before receiving her Masters degree in Human Resource Management from Troy State University.)
00Michele O'Donnellhttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMichele O'Donnell2014-08-04 14:43:172020-05-27 18:03:27Interviewing Best Practices & Problem Solvers
Remember a short while ago when you were beyond happy that the stellar candidate you interviewed, let’s call him Henry Jekyll, accepted your offer of employment? A month or two has passed since Henry started his employment and now, you are scratching your head wondering where the person you interview is and feeling like Edward Hyde has been reporting for duty at the office. At first you chalked it up to a slow adjustment to a new work environment, now you are realizing it is much more than that. Henry was hired, but the Edward showing up has had many attendance issues, has yet to meet one deadline and doesn’t have the skills necessary to do the job for which he was hired. You are pondering how you thought Henry was the answer to your hiring dreams, wondering how this can be avoided this in the future and hopeful there is a way to rectify the situation. Don’t be too hard on yourself, this scenario has been experienced by everyone with the responsibility of interviewing and hiring something in their career.
Carefully review all documents submitted for consideration prior to bringing someone in for an interview. Many times there can be indicators on those documents that are easily overlooked such as:
Gaps in employment history
Numerous short term jobs. (Note: In certain industries short term assignments are the norm.)
Majority of previous employment has been through temporary/staffing agencies.
Does the information on their resume match the information on a job application?
Does their resume mirror the job posting? (Strongly suggest the entire job description not be used for a job posting for this reason.)
Once the resume pool has been narrowed down, it is prudent to conduct phone interviews where any items from the list above can be addressed. Phone interviews help to determine if the candidate is a good fit for what the company needs, are they in the salary range you are offering, is a position a good match for their skill set or will they be bored quickly. After the phone screenings are complete and the pool narrowed to those who will have an in person interview, it will be helpful to identify another manager that can conduct the in person interviews with you. They may pick on something you did not, they may ask a great question that is not one of the usual questions you ask and at the end they will be able to provide you with their impression of the candidate. Once the final candidate has been selected and the employment offer made a background check should also be completed prior to the first day of work.
Unfortunately it is still possible, using the tips above, for Henry Jekyll to be hired and have Edward Hyde show up on the first day. If this happens it is imperative to address issues as soon as they arise. If Edward doesn’t have the skills listed on his resume/application bring this to his attention and let him know those skills were one of the reasons he was hired. If Edward is having attendance issues meet with him and let him know the expectation in this area; make sure this done for any and all areas Edward is not up to par. Edward should be given a chance to step up and if he fails to do so quickly the employment relationship should be ended. Keep in mind, the longer the period of employment the higher the duty to have documentation to support termination.
(About the Author: Michele O’Donnell joined the team in January 2007 and currently leads MMC’s elite team of HR Consultants. Ms. O’Donnell has been involved in the Human Resources industry for more than 14 years, bringing vast training and management experience to the MMC leadership ranks. Her experience spans the broad scope of labor law, regulatory compliance and HR Best Practices, drawn from her rich experience as Director of HR for several firms throughout her career. She currently works to ensure that MMC’s consultants forge long lasting relationships with our clients, fostered in exceptional service and unsurpassed HR expertise. Ms. O’Donnell earned her baccalaureate degree in Business Administration from Auburn University before receiving her Masters degree in Human Resource Management from Troy State University.)
00Meghan M. Birohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMeghan M. Biro2014-07-16 09:30:172020-05-27 17:55:06Help! My New Hire is Dr. Jekyll & Mr. Hyde
According to 2013 SuccessFactors WFA Benchmarking Data, normal voluntary turnover is 8.9% annually compared with 18.8% voluntary turnover for hires with their first year of employment. That’s more than double.
It’s no wonder companies struggle to retain top talent from the moment the ink is dry on the new hire paperwork. This is why progressive companies are doing everything they can to create fun and engaging onboarding processes and technology platforms that are unique and configurable to the individual, not the same old tired one-size-fits-all approach.
This includes assigning buddies and peer-to-peer networks seamlessly before day one even starts, so the new employees feel welcome and have support, regardless of role, classification or location (in the office or remote). Incremental and attainable individual and group goals can also be set up with their first 3-6 months to ensure complete workplace and cultural immersion as well as shortening their initial time to contribution.
And it doesn’t stop there. Through the onboarding and networking process, every single person from full-time to part-time employees to temp and contingent employees is a perpetual candidate which is a growth opportunity for the company at large. In turn, providing a continuous mobility experience to your workforce that includes the flexibility to dial up and down their level of contribution, while ensuring they’re career paths are personalized growth opportunities, are the keys to retaining knowledge and your competitive edge. Why look outside first when you already have an internal talent community and referral network?
Join #TChat co-creators and hosts Meghan M. Biro and Kevin W. Grossman as we learn about the power of workforce culture and continuous talent mobility with this week’s guest: Tracey Arnish, Senior Vice President of Talent at SAP.
#TChat Twitter Chat — Wed, June 11 — 7pmET / 4pmPT Immediately following the radio show, Meghan, Kevin and our guests will move to the #TChat Twitter stream, where we’ll continue the discussion with the entire TalentCulture community. Everyone with a Twitter account is invited to participate, as we gather for a dynamic live chat, focused on these related questions:
Q1: What are the short & long-term effects of new hire onboarding? #TChat (Tweet this Question)
Q2: What activities can immerse and engage new employees quickly & effectively? #TChat (Tweet this Question)
Q3: Describe how internal mobility increases talent retention for companies #TChat (Tweet this Question)
Q4: What are recommended practices for promoting talent communities & referral networks? #TChat (Tweet this Question)
Q5: What talent management technologies improve onboarding & internal mobility? #TChat (Tweet this Question)
Throughout the week, we’ll keep the discussion going on the #TChat Twitter feed, and in our new TalentCulture G+ community. So feel free to drop by anytime and share your questions, ideas and opinions. See you there!!
https://talentculture.com/wp-content/uploads/2014/06/large__10749863136.jpg10671600TalentCulture Team + Guestshttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngTalentCulture Team + Guests2014-06-08 17:00:362020-05-27 17:40:22#TChat Preview: The Power Of Workforce Culture And Continuous Talent Mobility
If it wasn’t for those pesky, messy, meddling humans, the world of work would actually work flawlessly. We’d work together happily and collaboratively, without deceit, harassment or discrimination. We’d all be accountable and personally responsible and have each other’s backs, we’d have reciprocal respect with our leaders, and reality TV would not be a reality.
We can dream, can’t we?
Consider this: More than 40 companies paid out more than $60 million in settlements or unfavorable court judgments after the EEOC brought systemic discrimination cases in 2011. But there are those who say this kind of law enforcement hampers business growth with burdensome regulations and policies.
Right. And lest we forget the true reality TV of a group of really smart people who wiped billions of financial assets off the face of the earth only a few years ago. My point is that accountability isn’t baked into our DNA, but basic survival is, and unfortunately we’ll do everything we can to fire the pleasure centers in our brains. Screw the pain, baby. Nobody wants that. This is why so much neuroscience research of late shows us why good people make really crappy decisions.
Like hitting on your new employee because she’s been so friendly to you and it feels good to do it. Or leaving racist notes in your co-worker’s locker because you feel he’s been getting preferential treatment, and it feels good to do it.
This is why we have formal onboarding processes in business. This is why we assess and why we screen backgrounds. This is why we throw the employee handbook at employees. This is why we have rules and regulations. This is why we have social media policies. This is why we have sexual harassment and discrimination seminars and workshops and acknowledgement forms to sign off on (and that really don’t help anyway, but it feels good to do it).
I really wish it didn’t have to be this way, that we could onboard employees in companies big and small more freely and effectively, applying agile development techniques, buddy and mentor programs, business cross-training and immediate immersion into the workplace culture that promotes connection, communication, collaboration and business success.
It’s too bad, because it feels so good to do all of the above. And no amount of technology efficiencies make the bad behavior any better (and sometimes not even the good). Thankfully there are those business leaders, HR and recruiting practitioners, and individual contributors who work tirelessly every day to make the bad better.
Amen for those pesky, messy, meddling humans who make it better at work from day one.
Did anyone miss the preview of yesterday’s #TChat? Click on that link. And thank you, Dr. Marla Gottschalk (@MRGottschalk / The Office Blend), for your splendid guest moderation. The tweets came fast and furiously. Below is a slide show of them. We’ll see you all next week.
#TChat INSIGHTS: The Painful Formalities of Informal Onboarding
Storified by TalentCulture · Wed, Aug 22 2012 21:07:01
RT @SocialMediaSean: Favorite tweet of the week by @DaveTheHRCzar: Shopping Sam’s Club thinking of u http://twitpic.com/al1pcx #Bam #TChatDave Ryan, SPHR
Q1: Data shows that informal learning is the best way to know, so why do we throw the “employee handbook” at folks? #tchatMarla Gottschalk PhD
A1: CYA, handbooks seem to be an easy way for companies to cover themselves. #tchatJen Olney
A1: ‘Because that’s the way we’ve always done it.’ – AKA worst reason ever. #tchatRob McGahen
A1: A navigable format is extremely useful. Some think that people read everything that is sent electronically.#tchatCatherine Chambers
I find biz saying “we are social” yet if U don’t adhere to the strict rules U R out= dont understand social biz :-) A1 #tchatCASUDI
A1: handbooks are the ole standby, comp culture isn’t easily defined. #tchatPlatinum Resource
A1. Org’s need to develop a new on-boarding process to engage employees straight out of the gate. Sets good first impressions. #tchatCdna_OrgDev
A1 Most HB are now online so they can be changed without killing trees. #TChatMary E. Wright
A1. Make it fun, visually appealing, and engaging. Otherwise, your message will be lost bc your employees zoned out. #tchatAshley Lauren Perez
A1: An infographic of the onboarding process would be very cool and fresh. Helps create nice visual aid for reference. #tchatFord Careers
A1: An infographic of the onboarding process would be very cool and fresh. Helps create nice visual aid for reference. #tchatEmilie Mecklenborg
A1 – Trial by fire and hands on learning is always the best approach. We learn when we get our hands dirty and make mistakes. #tchatRutterNetworkingTech
A1: Why do we still have books, period? I jest, but the Siren’s song of formality blunts much employee engagement. #TChatBrent Skinner
A1. Employees need to speak with their boss and mentor before they start. Different philosophy #tchatTerri Klass
A1 Someone wrote me about a 600 page handbook. Really? #tchatMarla Gottschalk PhD
A1: they get really interesting when Contractor and FTE manuals get blended #tchatKeith Punches
A1. The onboarding process has to begin way before the first day. #tchatTerri Klass
A1: Lack resources. Handbook should act as just a guide for a proper onboarding employee development program #TChatSean Charles
A1 The culture of the organization should be reflected in all onboarding materials. Missed opportunities… #tchatMarla Gottschalk PhD
A1 A Handbook is an attempt to proactively create a record of what we hope was done in a particular instance. #TChatMary E. Wright
A1: Information is often times outdated if not maintained, informal helps fill in the gaps from updates and revisions. #tchatFord Careers
A1: Information is often times outdated if not maintained, informal helps fill in the gaps from updates and revisions. #tchatEmilie Mecklenborg
A1 How many of your companies have the “handbook” in searchable on-line form? #tchatSteve Woodruff
A1: Good for establishing a foundation but are often subjective & has generalities that informal discussion helps interpret #tchatFord Careers
A1: Good for establishing a foundation but are often subjective & has generalities that informal discussion helps interpret #tchatEmilie Mecklenborg
@RemoteEmploy I agree with that A1 #tchat. We do have to CYA but balance is important as well.Lori King
A1 Consistency. Consistency in application of expectations, benefits and discipline. #TChatMary E. Wright
A1 Valve took a different view of the standard employee handbook! Amazing… #tchatMarla Gottschalk PhD
A1: An employee handbook should be available in an MP3 format and used in conjunction with other learning & communication tools.#tchatCatherine Chambers
A1. I think the employee handbook should be given to the new hires before they start to get basics out of the way. #tchatTerri Klass
A1: It’s larger companies that struggle with agile employee development, but it feels like a renaissance is coming… #tchatKevin W. Grossman
A1 My personal biggest gripe with HR handbook is that it does not account for level of employee Nor their functional job or Team #tchatObjectiveli
A1. EE’s can get the handbook to “cover our arses” to read on their own time. Onboarding can be completely different. #TChatSabrina Baker
A1: Standardization of knowledge. That’s important for building a company culture #tchatYouTern
A1: To put all the employees on the same page #TChatNissrine Ghannoum
A1: CYA, handbooks seem to be an easy way for companies to cover themselves. #tchatJen Olney
A1: Blended learning is best. Formal & informal, static text & visual content.Consult with learning practitioners to get results #tchatCatherine Chambers
A1 Employee handbooks are for liability mostly and probably laziness… #TChatMelissa Lamson
A1 don’t throw book at ’em. Highlight great things about org n how they can navigate.leave the Manual for themTo read n acknowledge #tchatJohn Hudson
A1: Make the #employee handbook FUN at least – Where’s the creativity in the C-Suite? So key….. #TChatMeghan M. Biro
A1: During their “informal training” employees may be exposed to a lot of “its how its always been done” talk – this helps fix that #TChatBarb Buckner
#Tchat A1 Sometimes companies fall back on handbook as the onboarding tool, when in actuality; it’s simply a reference tool.Cyndy Trivella
A1: We expect everyone do their own work. And they should… BUTttttt, they don’t #tchatRayanne
A1: it’s strictly a cover their legal asses (oops! can I say that) but not eff. at all for onboarding – in case something goes wrong #tchatRichard S Pearson
A1 I think structure and data is necessary, informal is key for getting Tacit Knowledge, no handbook has that #tchatObjectiveli
A1: In entrepreneurial companies, the handbook isn’t throw at new employees; new projects are. Better experience! #TChatJon M
A1. It’s easier and faster. The “I’m too busy” excuse certainly plays in onboarding. Plus, who wants to build relationships:) #TChatSabrina Baker
A1: Using the employee handbook as a standalone strategy is fairly common in orgs that do not value people or learning.#tchatCatherine Chambers
A1: to cover our butts! #tchat I think most of the time it’s a formalityCatie Maillard
A1: Some employers still have not grasped the power of social media and its immediacy to interact with employees. #tchatRobert Rojo
A1. We aren’t prepared to offer an alternative process and worried about policies. #tchatTerri Klass
A1 Quicker/easier to just give out handbook? (& old habits die hard) #tchat #workplace #HRGood Business
A1. Employee handbooks are like grilled cheese. Comfort food of the onboarding process. #tchatJocelyn Aucoin
#Tchat A1 The handbook must contain pertinent information on company “Do’s & Don’ts” It should not be distributed as “here read this.” #failCyndy Trivella
A1: For all the company’s policy and regulatory reads that are required. #tchatMelissa Bowden
A1: to cover legal “booty” as long as it’s in writing, shoved at them, can’t be held l
iable. yawn. missed opportunity for engagement #tchatPlatinum Resource
A1: Employee Handbooks help give a consistent message which supports the informal delivery. #tchatFord Careers
A1: Employee Handbooks help give a consistent message which supports the informal delivery. #tchatEmilie Mecklenborg
A1: Employees still need to know guidelines and limits…informal training comes from the job itself – that’s more policy #TChatBarb Buckner
A1: I let them review/sign off on the handbook on their own time. To mitigate some legal risks, I do touch on a few key policies #tchatJoshua Barger
#Tchat A1 Lots of available data 2 support generational differences 4 how ppl prefer 2 receive instructions i.e., technology vs. classroom.Cyndy Trivella
@MRGottschalk A1: in some industries: Compliance. Must show that xyz info has been “imparted” #tchatSteve Woodruff
A1: It is a necessity to cover some policies/procedures if it is possible that failing to abide by them could disrupt the work flow #tchatBright.com
A1: To mitigate the risk of an employee saying they weren’t told some random policy or rule, since they were given the handbook #TChatJess ‘Babs’ Bahr
A1 Lawyers #TchatDave Ryan, SPHR
A1: Too much of a CYA culture, that’s why we default to handbooks instead of relying on common sense #TChatAlex Raymond
#Tchat A1 Sometimes companies don’t take employee preferences into consideration for how individuals prefer training and learning opptys.Cyndy Trivella
A1. Probably so HR feels that they covered their bases by “letting employees know the no-nos” on policies/procedures #tchatAshley Lauren Perez
A1: Because “that’s the way we’ve always done it…” And we are lazy… #tchatRayanne
Q2: How do we embed the behind-the-scenes, impromptu workplace cultural experiences into the onboarding process? #tchatMarla Gottschalk PhD
Awesome. For sure. Let’s expand on @swoodruff: A2: Storytelling is one great avenue #tchatMeghan M. Biro
A2 A co’s “About Us” website link should also provide the co’s history & its *lineage* communicated via rich multimedia. #TchatJoe Sanchez
A2: Got me! There’s always downtime during on-boarding, people need a break & well-thought out reading material can fill a void. #tchatSteve Sisko
VERY Geeky #Culture +1 @jobhunt411: A2 how about QR codes that take you to video snippets, Q&A, etc.? Geeky I know.. #TChatculture_jammer
A2. Preboard them; assign a motivated sponsor from the time they hear “you are hired.” The sponsor interacts and answers questions. #TChatClark Wells
A2 Taught cooking class, ran video of bag of flour dropped & exploding on me. Laugh at self-expose mistakes-humanity shows culture. #TChatMary E. Wright
MT @prgwest A2 group lunches..are a great way to show culture & easy to include newbies #tchat < The power of "breaking bread!"Joe Sanchez
A2: Handbooks should be tailored to each business & Culture. One size doesn’t fit all #tchatNissrine Ghannoum
A2 Interview current employees on a video about job satisfaction and culture. #TChatMary E. Wright
A2: Zen approach may be in order. Identify where impromptu moments take place & make room for them; don’t formalize. #TChatBrent Skinner
A2: Try to stuff them with history and perspective (from top and bottom staff) of last 12-18 months (unless that’s a bad idea) #tchatSteve Sisko
A2: group lunches, traditions are a great way to show culture and easy to include newbies (who’ll think work is a pretty cool place) #tchatPlatinum Resource
BOOM @gingerconsult @JessaBahr: A2 Embed them with different folks from different departments and functions #TChatTalentCulture
A2: Show them where to find things on the intranet that are the FAQs and “how to’s” for the company. #tchatFord Careers
A2: Show them where to find things on the intranet that are the FAQs and “how to’s” for the company. #tchatEmilie Mecklenborg
A2. Depending on your hiring process, they may already have a good idea of culture. #TChatSabrina Baker
A2 Embed them with different folks from different departments and functions #TChatJess ‘Babs’ Bahr
A2: By just getting out there and talking with those in the know, and learning firsthand. #tchatRob McGahen
A2: New employees are nervous enough on their first day – set the right tone by introducing them & letting them mingle to learn #TChatBarb Buckner
A2: One way we want to improve onboarding is letting employees exchange workplace tips (ie, best cafe nearby) before they come on. #tchatTeamalaya
A2 Onboarding also important as your ees move through the organization – critical. This does impact performance. #tchatMarla Gottschalk PhD
A2 – get them out to lunch w/ rest of staff to make them feel part of the org. to informally meet the others #tchatRichard S Pearson
A2: Seems stodgy but give a slew of “CEO Letters to staff,” Award Announcements, & other ‘info material’ ready to read on downtime. #tchatSteve Sisko
VERY Geeky #Culture +1 @jobhunt411: A2 how about QR codes that take you to video snippets, Q&A, etc.? Geeky I know.. #TChatMeghan M. Biro
A2: Start off right with introducing them to the group. Make sure they have the tools needed to start, ie. logins, PC, laptop, etc. #tchatFord Careers
A2: Start off right with introducing them to the group. Make sure they have the tools needed to start, ie. logins, PC, laptop, etc. #tchatEmilie Mecklenborg
MRT @CyndyTrivella: A2 Communication is at the heart of every GR8 onboarding program. Unfortunately, many dont have GR8 com skills. #TChatBarb Buckner
A2 how about QR codes that take you to video snippets, Q&A, etc.? Geeky I know.. #tchatKeith Punches
A2: First impressions are lasting ones…and they actually have monetary value! #tchatEarly Careerists
#Tchat A2 Communication is at the heart of every GR8 onboarding program. Unfortunately, many ppl don’t have GR8 communication skills.Cyndy Trivella
A2 culture can’t be covered in a day. Don’t try to push that or accomplish that. They will get a good sense when back w/ their team #tchatJohn Hudson
Yes-Stay HUMAN @viralheat Why? @TerriKlass: A2. Worst thing is for new hire to not connect with the boss in the first day. #TChatMeghan M. Biro
A2: I’ve also heard that at Nordstrom, the employee handbook is 75 words. It fits on a 8 by 5 inch card. #tchatCatherine Chambers
A2 How about a 2 or 3 minute video of snaps from events, presentations, meetings? #TChatMary E. Wright
A2: For new employees could be done during initial orientation/ in-processing for existing employees during annual briefings. #tchatRobert Rojo
A2 I am still struggling to figure out how to embed a new employee in anything? #TchatDave Ryan, SPHR
A2: Onboarding doesn’t stop after the presentation, it’s how you introduce them to the co., give them the tour, & show how they fit #tchatJoshua Barger
A2: to provide a buddy or mentor that the new employee can engage with. #tchatMelissa Bowden
A2: Onboarding sets the tone for the candidate’s experience – part of their first impression. Great opp to show company culture. #tchatFord Careers
A2: Onboarding sets the tone for the candidate’s experience – part of their first impression. Great opp to show company culture. #tchatEmilie Mecklenborg
A2: Embed with team members. We had new emps sit down w/key members for 1on1 meetings on day one for download of info #tchatJen Olney
#Tchat A2 Providing new employee with access to various corporate communication vehicles is essential for pr
oper integration.Cyndy Trivella
A2 How about setting up a special chat on Twitter for all the folks in the new person’s department? #TChatMary E. Wright
A2. Worst thing is for new hire to not connect with the boss in the first day. #tchatTerri Klass
A2. Employee talking about positive experiences can be a subtle way to display good culture. #tchatCdna_OrgDev
A2: At Southwest airlines, management staff perform humorous orientation skits. A positive mood will enhance learning & retention #tchatCatherine Chambers
A2 We should get rid of or make the behind-the-scenes culture transparent, the clients who’ve done that have really succeeded #TChatMelissa Lamson
A2 – Like DrJ says you’ve got to involve humans – start a mentoring process. Assign a “buddy” to walk with them thru the onboarding #tchatRichard S Pearson
A2 The “social” or any culture should be part of the CO DNA & deffinitely reflected +++ in the “onboarding” process #tchatCASUDI
A2: make sure ppl understand the culture, get outside & internal feedback. find a way to make it actionable for all to participate #tchatPlatinum Resource
A2: Company’s social media can help describe the onboarding process and make it more interactive, ie. Yammer, etc. #tchatFord Careers
A2: Company’s social media can help describe the onboarding process and make it more interactive, ie. Yammer, etc. #tchatEmilie Mecklenborg
A2. Create behind-the-scenes, impromptu workplace setting. #tchatSheree Van Vreede
A2: through informal initiation rituals-welcome breakfast, new employee project (blog post, video, or other creation) etc. #tchatCatie Maillard
A2. Allow your new employees to meet current employees that seem to OOZE conviction of their love of the company. #tchatAshley Lauren Perez
A2 Assign a transitional culture “mentor”. Helps with info about company language, politics, etc. #tchatMarla Gottschalk PhD
#Tchat A2 Hiring mgr. should host a lunch or b’fast for new person so new employee has chance to meet team members and ask questions.Cyndy Trivella
Absolutely! Tell us more Steve > @swoodruff: A2: Storytelling is one great avenue #TChatMeghan M. Biro
A2: Social Video #TChatSean Charles
A2 There is no way to standardize knowledge across say engineering/ R&D and supply chain or accounting #tchatObjectiveli
A2: need to make the whole process more FUN! #TChat why do we have a party when someone leaves, but not when they join?Alex Raymond
A2: Get the new employee integrated into their dept right off the bat…don’t keep them singled out til you go thru the steps #TChatBarb Buckner
A2 every new employee should have a mentor to engage them into culture and company traditions #tchatErin Nemeth
A2: There is only so much BTS culture info you can cover during the formal portion – the tone/voice & the topics discussed can help #tchatBright.com
A2: Storytelling is one great avenue #tchatSteve Woodruff
#Tchat A2 As new employees R brought in, it’s important to expose them to many ppl in first few days so they can begin connecting the dots.Cyndy Trivella
A2 I think thats why Social Media, cannot completely work – as most of it is at the level of teams #tchatObjectiveli
A2 Tacit Knowledge = Teams and Smaller Groups, and not the company/ brand #tchatObjectiveli
Q3: Who’s responsible for cultural acclimation, training & retention at & beyond formal & informal onboarding & why? #tchatMarla Gottschalk PhD
A3: Is it not the entire #leaderships’ responsibility and the company teams’: culture is omnipresent. #tchatLori King
A3: As I always stress with #candidateexperience, be sure internal culture is what you are depicting. No bait/switch with onboarding #tchatSabrina Baker
This!! -> MRT @EmilieMeck: A3: Worst thing you can do: come out w/ bells &whistles &then drop off &leave them feeling abandoned #TChatBarb Buckner
A3. The supervisor is closest to the new employee and can make the biggest impact. #TChatClark Wells
A3: Worst thing you can do is initially come out with bells and whistles and then drop off and leave them feeling abandoned #tchatFord Careers
A3: Worst thing you can do is initially come out with bells and whistles and then drop off and leave them feeling abandoned #tchatEmilie Mecklenborg
A3: leaders take the lead, but not always. it can be other mentors who make a difference. Don’t dismiss your impact on others #tchatPlatinum Resource
A3: This is where having passionate and trained employee brand ambassadors come in handy. #TChatSean Charles
A3: Everyone. We all make our workplace a better or worse place to be. #tchatRob McGahen
A3: Well, depends on the company size and structure, but management (that should include #HR), supervisors, peers, mentors… #tchatKevin W. Grossman
@BrentSkinner has a point – A3: employees need to take ownership as well if they wish to grow with the co or promote #TChatBarb Buckner
A3 it is not HR’s job. It is the job of manager & employee? We are not their parents! #tchatInsight72
A3. Ultimately it’s the individual who chooses to adapt their behavior or not. Sometimes you don’t want them to adopt the culture. #tchatDr. John Grinnell
A3: Managers should ensure that staff have access to resources. A personal interest in learning will increase learning opportunities #tchatCatherine Chambers
A3: Anyone that wants to ensure the employee is successful. #tchatSalary School
A3: Onboarding should be equally beneficial to all those involved – not just the new hire – so I say mix it up with all levels. #tchatSteve Sisko
A3: It is leaders who set a tone. #tchatEarly Careerists
A3 Everyone wld b best answer but not realistic. Mentor takes lead. Shld be appointed responsibility. #TChatMary E. Wright
Yep! MT @TerriKlass: A3. There needs to be ownership by everyone to welcome a newbie – formally and informally. Not just #HR. #tchatJocelyn Aucoin
A3. Leaders. #TchatJoe Sanchez
#tchat A3: Since culture is important to all companies, we believe that it is a year round investment to maintain culture.Teamalaya
“@AshLaurenPerez: A3. Everyone. We all play a major part in the company’s culture. #tchat” spot onSasha Taylor
A3 my best exp w onboarding was meet w HR then 1:1 with leaders of each department. Learned a lot. Networked. Not an unknown body #tchatErin Nemeth
A3: Everyone. Because we all have to strive to make the workplace better. #tchatRob McGahen
A3 – In general, it’s the responsibility of those in “charge”, the leaders of the company should always pave the way! #tchatRutterNetworkingTech
A3: It’s a team effort that requires each member to play their role to ensure the onboard is smooth #tchatJen Olney
A3 This heads towards “Talent Communities” yes? All are responsible #tchatKeith Punches
A3 And there should be another onboarding training for experienced hires (managers) #tchatObjectiveli
A3. There needs to be an ownership by everyone to welcome a newbie both formally and informally. Not just HR. #tchatTerri Klass
A3 it ha to be both the line manager & the individual. 50/50% accountability. We don’t employ children? #tchatInsight72
A3: In a culture of learning vs. a culture of training – we are all responsible. Self Mastery is the foundation of a learning org. #tchatCatherine Chambers
A3: Best onboarding is when New Hire can sit w/ someone from each team – gets great understanding of entire process & their role #tchatFord Careers
A3: Best onboarding is when New Hire can sit w/ someone from each team – gets great understanding of entire process &
their role #tchatEmilie Mecklenborg
#tchat A3: We believe that organizations should invest in these, as it saves money long term. (That’s why we built the platform!)Teamalaya
A3: The “responsibility” goes to the manager. Others are important, but there has to be a steering wheel to keep it on track. #TChatTom Bolt
A3 Team leaders should have a role in this – schedule lunches – help them establish networks. #tchatMarla Gottschalk PhD
A3 Onboarding should be part of the level1 training of all managers. #tchatObjectiveli
A3: Devil’s advocate: When does it become just as much the employee’s responsibility? #TChatBrent Skinner
A3: formally = managers, informally = co-workers. It’s a team effort, and family environment. Help each other, don’t just compete #tchatPlatinum Resource
A3: Starts with HR as a base point for the new employee but batton gets passed to their manager to keep up with it as well #TChatBarb Buckner
A3 Everyone has some part in it #TChatJess ‘Babs’ Bahr
A3: The best onboarding I’ve ever participated in involved a little bit of everyone. Started with #HR and moved on from there #TChatSabrina Baker
A3. In a perfect world *Everybody* Culture is a team sport. #TChatSean Charles
A3. Don’t forget to empower new employees with their own onboarding process. Give them the tools to assimilate how the like. #tchatJocelyn Aucoin
A3: Leadership! It’s incumbent on leaders to bring new team members into the fold. #TChatEarly Careerists
A3: Everyone is responsible, it should be the culture of the agency. #tchatRobert Rojo
A3: first responsibility goes to that person’s boss, then colleagues, and other departments etc #tchatPlatinum Resource
#Tchat A3 It’s important for new employee to seek out answers, assistance and request what is needed. They should not expect to be babysat.Cyndy Trivella
A3: The manager should take point and be aware of how the new EE adjusts. I agree though, everyone plays a role in the process #tchatJoshua Barger
A3 HR for consistency in practices. Manager for accountability and performance ratings. All employees for culture engagmnt #tchatErin Nemeth
A3: Sometimes there is a department mentor or someone who the new hire will shadow for first few months. #tchatFord Careers
A3. HR+Departments+Boss+Mentors are all responsible. It takes a village. #tchatTerri Klass
A3. #HR mostly your on boarding buddy, and everyone else (in that order) #TchatDave Ryan, SPHR
A3: Truthfully? Everyone. All it takes is 1 bad experience to sour someone. #tchatBright.com
#Tchat A3 1st responsibility is on the hiring mgr., then everyone else in the company. Think “it takes a village.”Cyndy Trivella
A3. Everyone. We all play a major part in the company’s culture. #tchatAshley Lauren Perez
Q4: When does formal onboarding make the most sense & why? #tchatMarla Gottschalk PhD
“@ShimCode: A4: IMO, spending the 1st day being talked at by an HR drone & going through ‘enrollment crap’ is a total downer! #tchat” +1Sasha Taylor
A4: Mass hires 4 massive projects necessitate formal onboarding component – e.g., new restaurant hiring entire staff. #TChatBrent Skinner
A4: If fun, and aligned with the actual culture of the org (not just the training room) formal f-t-f onboarding can be great #tchatCatherine Chambers
A4: Blended learning works best. Formal onboarding can be engaging. Formal can = consistent message and positive initial experience. #tchatCatherine Chambers
A4. One thing to remember is not to skip onboarding even if things get busy. #tchatTerri Klass
A4: Candidate was hired for their great skills, they’re not incompetent – just new. Give them resources, provide guidance. #tchatEmilie Mecklenborg
A4 – Face to face may not always be necessary, but it should always be considered. Nothing beats face time! #tchatRutterNetworkingTech
A4: Formal to me means “On Purpose”. In that case all our processes should Formal #TChatSean Charles
Good strategy “@EmilieMeck: A4: Should be a mix of formal and informal onboarding. #tchat”Nissrine Ghannoum
A4 I appreciate access to human beings if I am learning a phone or computer system! #tchatMarla Gottschalk PhD
A4. Informal begins at time of hire and continues throughout. Never stop encouraging informal. #tchatTerri Klass
A4: Formal onboarding does not mean list of “thou shalt not” rules. Informational links to intranet can be instructive. #TChatTom Bolt
A4: Always to start. That way the expectations are always made known before bad habits can form. #tchatRob McGahen
A4: Formal should begin during their initial orientation/in-processing, that will set the tone and expectation. #tchatRobert Rojo
A4 Really does depend on the content – sometimes face to face contact is necessary to relay the information… #tchatMarla Gottschalk PhD
A4: IMO, spending the 1st day being talked at by an HR drone & going through ‘enrollment crap’ is a total downer! #tchatSteve Sisko
A4: Always at the start. The informal stuff comes as they learn the culture. #tchatRob McGahen
A4: Probably makes the most sense when there are large groups of new hires and it isn’t possible to give enough personal attention #tchatBright.com
A4 JUST before you start (FORMAL) ~ informal before that & during recruitment & informal once you start = a workable balance #tchatCASUDI
A4: Formal onboarding s/b occurring from the recruitment process until the end of the first year. Informally after that. #tchatSalary School
A4: Structure to on boarding makes what could be an overwhelming chaotic experience seem more orderly #TChatJess ‘Babs’ Bahr
A4 Define “formal onboarding.” #TchatJoe Sanchez
A4 Some key policies Sexual Harassment, Security, Patents, Communicating outside your group, talking to press etc #tchatObjectiveli
A4. Formal on boarding is best used to prevent internal politics reassigning wrong people to a unit undergoing transformation. #tchatDr. John Grinnell
A4: formal on boarding to get the basic rules, regulations etc down. #tchatPlatinum Resource
A4: Extremely structured & controlled environments where each EE must receive the exact same orientation / training. #tchatJoshua Barger
A4: Should be a mix of formal and informal onboarding. Formal gives it structure & consistency while informal gives it personality #tchatFord Careers
A4: Should be a mix of formal and informal onboarding. Formal gives it structure & consistency while informal gives it personality #tchatEmilie Mecklenborg
A4 – when it’s a very structured position, where the new peep could not know what is expected – a formal process is needed. #tchatRichard S Pearson
A4 Without manager buy-in, onboarding programs will fail. HR can create program, but onboarding is responsibility of hiring mgr. #TchatCyndy Trivella
A4: In highly regulated industries. Mandatory coverage of certain points are necessary, but does not have to be death by PowerPoint. #TChatTom Bolt
A4 Formal onboarding is first week of employment. Informal is everything before and after. Recruiting thru one year review #tchatErin Nemeth
A4: During “group” onboarding sessions – easier to get the info across in one swoop (ideally) #TChatBarb Buckner
#Tchat A4 For any onboarding to be successful, company must train management on process and provide all necessary tools and directions.Cyndy Trivella
A4: There should be a structure to orientation, when you are brand new to an org, you need to have a proper introduction 2the company #tchatJen Olney
A4. Formal onboarding is needed for technical information and company pol
icies that all newbies need. #tchatTerri Klass
#Tchat A4 Technically onboarding begins at the interview stage, but the “formal” begins at the acceptance of the offer.Cyndy Trivella
Q5 Culture simply can’t be automated. However, tech could facilitate “meet ups” and other face to face opps. #tchatMarla Gottschalk PhD
A5: Regardless of automated processes, there should always be an informal, human touch to onboarding. Engage the new hire. #tchatFord Careers
True :) @TalentCulture: YUP @mrgottschalk @RRojo619 @nicoleoch A5 Companies have to embrace the #hrtech. Good luck with that one. #tchatRobert Rojo
YUP @mrgottschalk @RRojo619 @nicoleoch A5 Companies have to embrace the #hrtech. Good luck with that one. #tchatTalentCulture
A5: *Some* #hrtech can facilitate communication thru new channel, but #hrtech plays small role @ best in #onboarding. #TChatBrent Skinner
Interesting** @ShimCode: A5: Unless you’re startup (even then,) recommend against developing deep friendships #tchat topic 4 future chat?Meghan M. Biro
“@ilovegarick: A5 Support a culture of #community building. Foster friendships in the work environment #tchat” +1Sasha Taylor
A5: Unless you’re in a startup (even then,) I’d recommend against developing deep friendships and a soul mate. #tchat topic 4 future chat?Steve Sisko
A5. “You’re hired” starts the preboard. Building informal relationship with sponsor. Onboarding continues the process with the team. #TChatClark Wells
A5: Someone, plz stop us from saying #socialmedia as the answer…again. I’m not sure if #hrtech *can* help “informalize” onboarding. #TChatBrent Skinner
A5. Food can be very helpful during the onboarding process. #tchatTerri Klass
A5: Use #HRTech for onboarding EE’s to introduce them to your internal social networks not just the office #TChatSean Charles
A5: Onboarding informal process could be video of employees of various titles and positions talking abt their experiences w/ company #tchatFord Careers
A5: Onboarding informal process could be video of employees of various titles and positions talking abt their experiences w/ company #tchatEmilie Mecklenborg
A5. HR tech needs to be part of the design for onboarding and collaborate with HR and departments and mentors. A “village” #tchatTerri Klass
A5: Videos that explain procedures & provide insight into org. culture They can be shared in advance & enhance face to face sessions #tchatCatherine Chambers
“@NickKellet: A5 Onboarding should be a celebration. A time to take time out & welcome new people. Time to make them feel valued. #tchat”Chris Gabaldon
A5: Until computers have better instincts than humans, we need to be in charge of the process. #tchatRob McGahen
A5: make connecting on #SoMe a game and comp bonding activity. Get ppl moving & really mtg actively, not passively #tchatPlatinum Resource
A5 technology should not replace human interaction. It’s used for compliance and signing bennies etc #tchatErin Nemeth
A5: Automation is great but sorry to say a lot of ppl still do not have access to it and/or don’t want to embrace it! #tchatRobert Rojo
+++1 “@ilovegarick: A5 Support a culture of #community building. Foster friendships in the work environment #tchat”MeeoMiia™
A5 Each employee associated w nu hire ASKS ~ how can we make your onboarding easier & more fun? what can we do 2 help? #tchatCASUDI
A5 Hire to Retire, ATS & Onboarding systems should be connected for flexbible, adaptable, ~relevant~ content / workflows #tchatKeith Punches
#Tchat A5 Technology is not a replacement for the human touch. It’s there to expedite processes, not hinder communication.Cyndy Trivella
A5: This is another need Teamalaya wants to fill. Formal OB is important, but informal gets your new hires comfortable. #tchatTeamalaya
BAM! @emiliemeck A5: Regardless of automated processes, there should always B an informal, human touch to onboarding. Engage new hire #tchatSean Charles
A5: Offer material on company discounts, fun info facts, etc. #tchatFord Careers
A5: Offer material on company discounts, fun info facts, etc. #tchatEmilie Mecklenborg
A5: Simplified web resources & a #SocMed mindset is great, but have a people component also. #tchatSalary School
A5. Try to have someone take the new employee to lunch (and buy) on their first day #TchatDave Ryan, SPHR
A5: informal onboarding using tech can include; VC; Social Media through private groups like Facebook, Jammer, etc #tchatMelissa Bowden
#Tchat A5 Technology should be used to make processes easier. If it doesn’t, it will only frustrate ppl. Often times it’s user error.Cyndy Trivella
A5: Something as basic as communication. Have the mgr interact with the new EE, bring them up to speed, etc., before they start #tchatBright.com
A5: promote connecting through good ole ice breakers! bingo ice breaker anyone? the prize is connecting through #SoMe #tchatPlatinum Resource
A5: Regardless of automated processes, there should always be an informal, human touch to onboarding. Engage the new hire. #tchatFord Careers
A5: Regardless of automated processes, there should always be an informal, human touch to onboarding. Engage the new hire. #tchatEmilie Mecklenborg
A5 Support a culture of #community building. Foster friendships in the work environment #tchatGarick Chan
A5: Reach technology way into the onboarding process and make it part of the pre-hire process #HRTech #TChatAlex Raymond
A5 Onboarding should be a celebration. A time to take time out & welcome new people. Time to make them feel valued. #tchatNick Kellet
Let’s STAY HUMAN +1 @CASUDI: A5 F2F a prirority #tchatMeghan M. Biro
A5 F2F a prirority #tchatCASUDI
@MRGottschalk A5 Companies have to embrace the #hrtech. Good luck with that one. #tchatNicole Och
#Tchat A5 Informal onboarding can begin as soon as interview process, so technology can be vehicle to convey communication to candidates.Cyndy Trivella
A5: amazing #onboarding, #social perf mgmt, #CRM, #chatter or similar internal social + rewards and recognition #tchatJohn T. Lawrence
00Kevin W. Grossmanhttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngKevin W. Grossman2012-08-23 10:38:032020-05-22 14:45:57Onboarding: It Feels So Good to Make the Bad Better: #TChat Recap
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