OTTAWA, Nov. 7, 2011 /CNW/ - In a labour market where the competition
for talent is fierce, employers cannot afford to stop courting new
employees after they have accepted job offers. Several Canadian
organizations are taking steps to welcome new employees and ensure that
they have every opportunity to become successful and productive in
A Conference Board of Canada report, Bringing New Hires Up to Speed: How Structured Onboarding Can Help, profiles five organizations - MolsonCoors, Bayer Canada, Compass Group
Canada, Capital Power and the Government of Saskatchewan - that have
implemented unique and effective "onboarding" programs.
This report examines how organizations can make the most of their
investment in people through the use of strategic onboarding.
Onboarding is an extended process for transferring organizational,
team, and role-specific knowledge to new employees. It reduces the time
new hires take to become get up to speed, increases productivity by
improving employee engagement, and reduces new-hire turnover.
"Onboarding goes beyond orientation. It is a welcoming experience that
helps people feel comfortable and connected to the organization," said
Ruth Wright, Director, Human Resource Management Research. "The
organizations that we profile in this study have the ingredients of a
successful onboarding program."
The report identifies five objectives for an onboarding program. A successful
Acclimate the new hire to the organizational culture —In 2009, Molson Coors launched the Our Brew program, aimed at defining
and communicating company values, culture, and goals to new employees
without using corporate language. It defines who the company is, where
it is headed, and defines the meaning of success at Molson Coors to new
employees. References to Our Brew are in all onboarding materials as
well as the corporate website.
Make use of technology where appropriate— At Bayer Canada (Toronto), all new employees receive log-in
information for Hello Bayer, the organization's internal onboarding
website, upon accepting an employment offer. The site provides key
orientation information and tools in one place, and gives new employees
an opportunity to familiarize themselves with Bayer's culture right
from the start. On the site, new employees can watch a welcome video,
tour Bayer's head office, and obtain information about benefit
Involve individuals outside the human resources function as well as
those inside it—A key component of Compass Group Canada's onboarding program is a
two-day orientation session held at the corporate headquarters. During
this session, groups of new associates meet senior management, learn
more about the organization, and participate in team-building
activities. All new employees participate in these sessions regardless
of their geographic location.
Use metrics to align the onboarding process with business goals—Capital Power's onboarding measures its success against organizational
objectives by tracking participant-satisfaction scores. In addition,
Capital Power has plans to measure program success through a Learning
Management System, post-program survey of new employee and managers,
and tracking of turnover and time to productivity.
Use a phased approach—Onboarding at the Government of Saskatchewan begins before the new
individual arrives and continues throughout the first year of
employment. The onboarding process includes checklists for the
pre-arrival, as well as the two week, three-month, six-month and
SOURCE CONFERENCE BOARD OF CANADA
For further information:
Yvonne Squires, Media Relations, Tel.: 613- 526-3090 ext. 221