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Challenges and Solutions—Management of Generation-Y Employees |
Training time:2013 9月3-4日 (Shanghai)(9:00-17:00)
Training cost ：RMB3600 / person (two days, including lunch, teaching materials, handouts, pencil, tea service, etc.)
Training location:Beijing Landmark Hotel (No. 8 East Third Ring Road North) |
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| About the Program:： |
Latest data show that the annual staff turnover rate in various industries hits 19%, and turnover rate of new employees within 90 days is as high as 30%. The high turnover rate of new recruits not only has a significant impact on the business, such as the high recruitment hiring costs, breaking of corporate talent echelon; but also nullified recruitment and training efforts spent on them, internal organizational morale drops, and a direct impact on business performance. Therefore it is imperative to establish an effective on-board management system to help new employees integrate into the new team, to learn necessary job skills so as to help reduce new employees’ turnover rate. Rapid increase of new employees' performance is particularly necessary. Empirical studies have found that those with effective management system of new recruits can have 70% lower new recruits turnover rate than those without., and the time of the former need to build new recruits’ competency can be cut by 50% or more. More companies have recognized that on-boarding management has become a link that yields the highest ROI of human capital in the full employment cycle.
This course elaborates on the integrated onboarding program, to help enterprises understand the concept of "begin with the end", helping enterprises and recruits to pool joint efforts, to achieve mutual changes. |
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| The seminar will examine the below urgent issues: |
• High turnover rate of new recruits
• Long time needed for new recruits to be integrated into a team and a corporate culture
• Long time needed for new recruits to achieve the expected competence
• Low engagement of new recruits
• Resignation of newly developed employees
• No standard or process in the onboarding management system
• Low ROI in human capital
• Lack of effective onboarding assessment methods
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| 课程对象： |
| 人力资源总监、经理，招聘经理，招聘顾问、培训经理以及企业高管、直线经理等。 |
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| 培训内容 |
| Day 1 9：00am—12:00pm |
Day 1 1：30—5:00pm |
• Understand Onboarding Management
Why do we need to pay attention to onboarding management
Briefing on turnover rate of one-year new recruits
The loss of enterprises incurred by the turnover of new recruits
Role of onboarding management
Frequently made mistakes and cases
Introduction to integrated onboarding management
• Habit of keeping and remodeling
| Habit keeping: |
Habit reshaping: |
Balancing multi-tasks
Collaboration skills
Respect for differences
Commitment to learning
Thinking modes |
Wield advantages
Zero Mentality
Active diligent
Seek common ground
The courage to take up responsibility |
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• Tasks Assigned to New Recruits: Tasks and Objectives Management, the core of recruits management
Preparing a list of onboarding tasks and corporate mission dictionary
Onboarding tasks evaluation dimensions
Assigning differentiated onboarding tasks according to departments and positions
Assigning position-related onboarding tasks
• Day 1 of Recruits: A good start matters to the ultimate success
Welcome ceremony, welcome letter, welcome video, welcome pack
Onboarding formalities, tools and data preparation, IT system setup
Company summary and office tour
Onboarding orientation program, performance assessment processes, business reporting processes briefing
Logistical support and protection information sheets
Meeting with business-related colleagues, line managers, and human resource managers
Preparation and implementation of lunch with new recruits
The focus and expectation in the first week of employment
• ase Study and Practice:
Design a creative process of welcoming new employees and |
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| Day 2 9：00—12:00am |
Day 2 1:30-5:00pm |
• Day 30: Remodeling habits and integration into the team
Making a personal list of goals
Four principles of management of goals
Time management ABC rules
Principles of action
Buddy and mentor system
New employee assimilation and integration projects
Change behavior of new recruits and provide guidance through rotational interview-assessments
• Case Studies and practical activities:
Integration of new recruits
• Day 90: Self-management of new employee
Virtual teams
Trans-cultural communication
Coaching and monitoring methods
Fair and transparent performance appraisal system
Self-evaluation and improvement methods: AAR
Method 1: Classified Assessment
Method 2: Comparison Assessment
Method 3: Narrative Assessment
Method 4: Other methods
Shortening, observing and extension of probationary period: the legal basis and risk prevention
• Case Study:
New employees unstandardized onboarding behavior leads to the failure of enterprise in arbitration
• Day 180: Improvement and development
Three tools to improve new staff efficiency
1) Action management
2) Learning management
3) Authorization manager
Important points and steps of Staff Development Plan (CDP)
• Day 365s: Result management
Innovation leads to results
1) "Flowing water" mentality
2) Utilization of “Fresh board”
Self-leadership
1) Five steps of problem solving (DMAIC)
2) Build Informal Team to inspire and discover leadership |
• Corporate culture and system introduction and career development planning: Key to the retention of new integration and retention of key employees
Articulate roles and responsibilities to create performance accountability mechanisms
Describe the company's vision, mission and core values
Be involved in the formulation of the company/team’s short-and long-term goals
Provide channels to collect feedbacks from staff
Cooperate to create new recruits’ career development planning
Provide relevant contact information
Provide training opportunities of related topics
Frequently asked questions and key points
Training program and curriculum design
• Case Study:
New recruits orientation curriculum
• Key points and support forces of Integrated management plan
Focus on building a corporate culture
1) Sharing vision, goals, and mission
2) Building a platform for learning and development
3) Normalizing and disseminating Common Language
Substantive Talent Management
1) Talent Programme
2) Talent Strategy
3) Talent Management System
Ongoing Maintenance and Updating Management System
1) Preparation and updating employee handbook
2) incentives, recognition and disciplinary system
Care - Boot - Share - Help Model
• Case Study:
Employee Assistance Program (EAP)
• Using the latest technology to improve management efficiency
Official website, intranet onboarding management system, blogs, weibo, weixin, Twitter, Yammer ......
• Effectiveness and return on investment of evaluation of integrated onboarding management
New staff turnover rate
New employee satisfaction and engagement
New employees loss \and performance
Samples and evaluation cycleProjects and templates of onboarding evaluation |
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| Speaker |
 Ms Shi Daojun
Ms Shi Daojun has sixteen years’ experience in human resources management who has been the head of the Human Resources Dept. Of the Shanghai LG Electronics Inc., taking overall responsibility for the company's talent management, training and development, employee relations and other human resources-related issues. Graduated from Shanghai University International Business School, and holder of University of Hong Kong Organization and Human Resource Management Diploma, she is a senior national human resources manager. |
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