Integrating Newcomers into The Workplace 6-17-2015 Presented by Tonya Syvitski
Mixing what employers already know with the perspective of integrating new comers into their Canadian workforce
1. 2. 3. 4.
Proper job description Strategic onboarding program Training program Performance plan/ evaluation
If these are not solid, you need to be concerned not only for the performance of newcomers, but all of your new hires and current staff.
Employers accountability to staff
Job descriptions are more than a reference for hiring: Talent acquisition strategy Communicates expectations Ensures equitable hiring Foundation of training program
Provides the basic template for performance reviews/measurement Aids in the development of a career path Is used again for new hires
They do not define social expectations
Behaviours listed sometimes leave room for interpretation Do not include everything that someone is evaluated on When things get out of scope can lead to internal conflict
Job Description Hiccups
See It Own It Solve It Do It
Job Descriptions Hiccups
Organisational Socialization First 3 months of onboarding will significantly impact the success of any new hire into the organisation Designed based on an organization's needs, values, and structural policies
Generally Teach Technical Policies Processes High level resources
Lack Social expectations Micro-corporate culture Who is who How to communicate
Immediately set up with a: • Mentor. • Peer/ buddy system. • Ensure all social upcoming events are in the calendar within week 1.
The training strategy needs the business plan and corporate strategy The training strategy needs the job description. The training strategy manages risks. The training strategy increases retention Training provides life skills.
That the employee thinks the same way that the employer does. That the employee learns the same way an employer does. Will use the exact same vocabulary as the employer for processes and procedures. That education and past experience means that shortcuts can be taken.
How to do the job Why the job is required How the job benefits the clients, employee and organisation What are the expected outcomes Defined Timelines Who is responsible for what
If someone finds themselves using the sins of the English language “should, could, would” then there either is a gap in training, communication or the hiring process. It would be nice if telling someone something once was the way things worked but it isn’t realistic. So if we are saying I “should” only need to tell you once and I am sick of repeating myself it’s time to evaluate the training, the delivery or if something went wrong in the hiring process.
REPEAT, REPEAT, REPEAT
Have a clearly defined performance rating system Ensure all employees are evaluated with the same system Ensure the process is as objective as possible and not subjective Set realistic expectations Communicate, communicate and then do it again
Performance Appraisals assess: o o o o
Job Skills Personality Behaviour Training needs
Evaluate the quality Evaluate quantity of output Provides opportunity for further training Provides opportunity for recognition and praise
Based on both the job description and the t