DECEMBER 2019HR TECH OUTLOOK8In MyOpinionRemember the first day in your current company. Most likely, you were excited and curious about the challenges ahead, but in the meantime also a bit anxious: different culture, new colleagues, and ways of working. As the average tenure of employees is decreasing and so the window of return of investment is getting smaller in that sense, companies start recognizing the untapped potential of effectively on-boarding new colleagues. To increase competitive advantage and impacting profitability, investing in getting new employees acquainted to the companies habits an employee-centered on-boarding is vital. Design Thinking Applied to On-boardingThe success of on-boarding starts and ends with people, it has to be centered around their needs. On-boarding refers not only to gathering the necessary knowledge and skills to execute the job but more importantly includes the integration in the organization and its culture. There is no perfect recipe that defines the right on-boarding methodology as it entirely depends on the context a company operates. So the question is where and how to start. A great way to start is to start seeing the world through the eyes of a new employee. It is the principles of design thinking that can offer practical tools to help identifying the moments that matter during the on-boarding phase. It all starts with empathy, an in-depth understanding of what your new employees, the managers of new employees and other colleagues face during the first period in Mattijs Mol, Global Program Head Recruitment Systems & Analytics, Suzanne Keulen, Global Manager Onboarding & Quality, ASMLByOnboarding New Employees: Where Design, Thinking And Analytics Go Hand In Handthe organization. This not only supports in defining the right strategy, it also creates buy-in for the interventions you want to implement at a later stage. Second, co-creation leads to shared ownership and responsibility. The execution of on-boarding happens within the organization and is not the exclusive domain of HR. The earlier different disciplines and perspectives are included and connected, more robust the on-boarding strategy will become. Third, over analyzing and planning hinders a proper adoption of interventions. Learning by doing and continuous listening to how activities are perceived about value-add helps in quickly identifying the path to success. Finally, multiple actors play an important role during stages, think about the manager, peers, HR representatives, so a holistic approach to defining the right strategy again is required. Backing up with DataHR analytics--creating business impact via the usage of people data--gives the HR function opportunities and insights to identify the right drivers to introduce, change or stop processes or initiatives. This approach Mattijs MolSuzanne Keulen
< Page 7 | Page 9 >