Webinar: The eight stages of a great onboarding experience

[00:00:00] So let's kick off first of all with some introductions. So today, as you can see on the screen in front of you, we have the pleasure of Eli Onboarding joining us, and discussing the eight stages of great onboarding. So first up one of our speakers I'd like to kick off with introductions is Jennifer Garcia from AstraZeneca. So Jennifer, would you mind jumping on saying a little bit about yourself? [00:00:28] Absolutely. Hello everybody. I wish I could see everybody's faces, but I can't right now, but hopefully while Noel's speaking, I can kind of peek around and say hello. But happy to be here. I am the global Candidate experience manager for AstraZeneca. I'm based here in Cambridge, uk. And definitely excited to talk to you today about onboarding. Onboarding is obviously a huge component of candidate experience. And so we have quite a journey here and we've been on a journey here at AstraZeneca and doing great things. So yeah, happy to share a little bit about that and just a little bit about what's going on in onboarding [00:01:03] And what it means to me. So thank you. Thank you, Jen. And we have Johanna. So Johanna, would you like to come off mute and say a little bit about yourself? [00:01:14] Yes, absolutely. Hello everybody. My name is Johanna and I co-lead the HR team here at Alvarez & Marsal. We are a consulting company. We look after more than 2000 employees, and onboarding for us is at the center of everything. We have gone through a huge growth and very steep and we're looking at onboarding. We're making sure that we're doing it right. We've been here four years and we're using Eli for the past for a year now. [00:01:45] Brilliant. Thank you so much. And then we have Sarah from Eli onboarding. Sarah, do you want to say hello? Hi, everyone. I'm the Relationship Development Director at Eli Onboarding. Thanks so much for coming on. Really looking forward to the discussion. Some great people on with some great expertise, so I'm looking forward to having that chat. Yeah, my career background has really been in employer branding and talent attraction. You know, all about creating amazing candidate experiences for our clients. I focus primarily now on pre-boarding and onboarding with Eli. And today I'm on the chat really to, [00:02:23] To answer any questions you might have during the webinar. So feel free to ask anything you want. If you've got questions for the panelists, obviously we'll, we'll save those to the end. But yeah, I'm here if you have any questions, about Eli. [00:02:38] Thanks so much, Sarah. And then last but not least, do we have Noel. Hello everyone. My name's Noel and Noel Thomas, and I'm the creative director and one of the founders of Eli Onboarding, which always sounds a bit too grandiose for me, which is probably why a lot of our clients call me Director of Crayons. So make of that what you will. So I'm gonna jump in to the session right off the cuff. And today's session is gonna cover a lot of ground, I think it's fair to say. But hopefully it's also gonna provide you [00:03:10] With some great ideas that you can roll out within your organization no matter where you are, you know, and what your onboarding journey is currently. And really whether you're using onboarding technology or not, you know, because that's not always necessary. I'll be initially taking us through the eight stages of great onboarding stage by stage with some ideas and examples from across all of our clients. Then Journey, Johanna will bring some of the stages to life through real world examples, as well as talking about other aspects of onboarding from within their fantastic organizations. As Sarah said that we'd like [00:03:46] To make the sessions interactive as possible though too. So even though we've built time at the end for questions, feel free, feel free to chat and ask questions in the chat functionality of Zoom and to get us started to get you thinking. I'd like to pose a question to all of you whi, which is, what does great onboarding mean to you? And while you hopefully throw a few answers into the ring, I'll, I'll quickly give you a quick overview of Eli. So Eli is experience led onboarding technology. It's currently used in over 150 countries worldwide [00:04:25] And in 16 languages at the moment. Eli creates a personalized onboarding portal for every new hire and effortlessly manages the onboarding process and experience of hundreds of thousands of people each year, setting them up for success in their new role. Now, our clients range from large multinationals like Aviva, GE HealthCare, DNV, AstraZeneca, obviously Cognizant and A&M to smaller organizations such as Flogas, acus FM Limited [unclear, please check company name], and even the Mercedes-AMG Petronas F1 Team. And although all of those businesses are very different, they all have one thing in common, and that's the want to create a highly engaging onboarding [00:05:05] Process that places the employee at the heart of the experience. And through that, they've all seen some pretty spectacular results. And that's probably one of the reasons why the last 12 months alone we're very proud to say that Eli has picked up onboarding solutions of the year at the Tiara HR Technology Awards. That's the second year running best onboarding strategy at the in-house recruitment awards and best use of technology at the rads two years running as well. And obviously we've got our eye on the firm awards coming up soon as well. But no matter how fantastic your system is [00:05:43] Technology is an enabler. It's not the full solution. You know, Eli enables you to manage and deliver a consistently great onboarding experience every time. It helps build engagement, manages process, nudges, forgetful line managers, and is there for your new hire at every moment that matters. But what are those moments and why do they matter? [00:06:08] Well, at the start of every Eli implementation, we work closely with our clients to help them develop the perfect onboarding experience for their business, an experience with the employee at the heart of the process, I've said. But underpinning all of those workshops is the RR eight stages of a great onboarding experience. And I apologize, they're all on our right hand going, you're probably all tilting your head to have a read of them. But it starts with a warm welcome finishes where people feel like they belong and in real life, many of these stages overlap [00:06:44] And intermingle. Most of them don't necessarily have to be delivered at a specific point in an individual's onboarding timeline. In indeed, many of them kind of span the whole pre-boarding on onboarding journey. So that's something to bear in mind as I go through them. And it would be great if you could share any ideas that you have from within your own organizations that you currently do, you know at each of the stages. So we can keep that chat going as we go along. But wes it all start well very simply with a great big warm welcome. [00:07:19] The moment a new hire says yes to the job you've just offered them is a big deal. You know, it also gives you the perfect opportunity to shine, to prove to them that they've made the right choice. Little things make a really big difference here, as does timing. You know, if you put yourselves in the shoes of a new hire for a moment, you know, they've may have just said yes to you, but now they've got to resign and potentially refuse a counter offer or something like that. They probably feel bad about leaving their current team, [00:07:52] Their friends, and are likely to wonder at least once, you know, did I make the right decisions? So a warm welcome delivered quickly reduces anxiety and reaffirms that the fact that they've made the right choice. It also have helps to lessen the pain of the hundreds of different forms and contracts and everything else you're about to send them to read you know, there. So it makes 'em feel better about that as well. Certainly you know, an email, a phone call, or a message from their line manager is a great place to start, as is one from their buddy or mentor. [00:08:26] If you happen to run a buddy or mentor scheme, which is something we'd certainly recommend. Perhaps the new hire is invited to a personalized onboarding portal or maybe a closed LinkedIn group or Facebook group. You know, something that helps 'em get more information. And maybe you create a welcome video, maybe from the CEO or the HRD to send out to new hires at just this moment. You know, perhaps it's a combination of all of the above. One tip from us here though is to make it as human as possible. Automated emails are great. We know, we know it reduces admin, [00:09:01] But nothing beats a personal message from a real human being. So our next stage, I remember to click on the slides is all about knowing the process. The English are famous for love in a queue. But when it comes to onboarding, everyone likes to know, what to expect and where they are in a process. Chances are you've already got some onboarding process within your business, but I bet for many of you, that process is heavy on compliance and low on engagement. But let's find out would it be possible to have a poll come up, if that's all right? [00:09:42] Yes, that's fine. I'll just bring it up right now. So it should be appearing on your screens in front of you. So it is just a single choice option. So our onboarding process is, and then your options are a real mess. A hundred percent compliance, 0% fun compliance led accompanied, but a nice but inconsistent experience. Or finally, is it a consistent process that perfectly balances compliance and experience? So those are your four options. So I'm just gonna give you a little bit longer to vote. I think we're pretty much there now. Okay, and I'm going to close the poll in five, [00:10:27] For all I can see people still frantically voting 3, 2, 1, right? I'm gonna close the poll now, and then you should be able to see this on your screens in front of you. Noel, can you see this? We've got a clear winner. I can see that. Yes, a fantastic compliance letter company. A nice bit of inconsistent experience. That's good. You know, interesting, I was looking at some stats earlier today. You know a big one that leaps out to me was only 12% of companies think their onboarding experience is good. So it's fantastic to see that we've got a lot of people [00:11:02] Who think that they've that on that journey and getting there with what they want. And that's truly important because, you know, new employees with a good onboarding experience are 18 times more committed to their employee. And 58% are likely to stay with you longer, like upwards of three years if you have a great onboarding experience. So lots of big reasons for you to keep on driving towards that engagement led onboarding experience. Certainly obviously having a consistent onboarding process is super important, but it's also important to enable to allow in a flex for different regions, business areas, [00:11:42] Roles, et cetera, so that your process can be tailored to support an individual across their entire onboarding journey. It's also critical you know, and it's good to see that we're achieving this, that your process balances compliance with engagement. Try to build as many positive touch points into your onboarding process, are there, as there are compliance related tasks. And let's not forget about everyone else who needs to know the process. So your line managers being the obvious and important group don't assume they know, even know what onboarding is, you know, good onboarding is, and or why a little effort from them here [00:12:22] During pre-boarding will benefit them and their team as well as the new hire. So here are just some quick tips for developing a great process, even though it looks like quite many of you have already got that process in place. But we always like to start by mapping out the entire process, you know, what you would like to happen where and when and we find it helps to start with those compliance elements, but then build in the wow. It also pays to review existing processes to ensure that they're not outdated, overly complicated, or as often is the case simply unnecessary. [00:12:58] Create a checklist of tasks for all parties involved, you know, from that offer acceptance all the way to when you deem people to be onboard onboarded and keep it simple. And I think this is especially true for line managers and anyone else supporting like buddies, you know, that way there's more chance of gaining the unwritten buy-in and quick adoption of your new process. It's also useful to decide how you're gonna keep on top of the process as well. So onboarding technology is obviously good for this 'cause it's great at nudges and reminders, but an interactive PDF with tasks built around [00:13:33] That onboarding timeline will still help everyone understand the process of what they're meant to be doing well. But back to that building in, you know, positive touch points. Think about how you can also drive behaviors that deliver a great experience. So don't assume, you know, people know what good looks like. So asking a line manager to message their new hire within a few days of offer acceptance may sound obvious to us, but let's not leave it to chance. Finally, make it yours. You know, if you are a value values led company like us make sure that your values come [00:14:08] To life throughout your onboarding process. If you've got a standout employer brand, make sure it stands out during onboarding. You have a highly engaged audience at this point, which makes it the perfect time to embed them into your culture ultimately. [00:14:24] Super. So our next stage is getting to know you. And this stage for us works in two ways. First, it's about helping your new hire get under the skin of your organization, their business area, and their role. You know, and in that respect, your aim should be to ensure everyone starts with a similar level of knowledge no matter what their background. We do a lot of work with early careers clients, helping them build skills, knowledge, and confidence before day one. But it's crucial for any great onboarding experience if you're looking to launch an individual's career, [00:14:57] Especially those from different socioeconomic backgrounds. Rich engaging content obviously works really well here, but the more personalized you can be around an individual's role or department grade location language or all of the above, the better. And on the flip side, secondly, you know, pre-boarding also provides the perfect opportunity for you to get to know the new hire too. So, driving behaviors that facilitate this as a great idea. [00:15:26] This brings us back to the onboarding process. You know, stage two there, building in tasks and events that help start building relationships between a new hire and their line manager and buddy or mentor or fellow joiners, if possible, is a great thing to do. A top tip here though is certainly to be a hundred percent transparent and authentic across this stage. Don't sugarcoat things that, you know, will be a challenge for a new hire when they start, as that can lead to a bad first week. And then obviously that could lead to your attrition. [00:16:01] So number four, embracing your culture and often my favorite bit of an onboarding experience. When you want someone to embrace your culture, it's a stage that obviously spans more than just this point. You know, helping someone embed into the culture organization takes time. I read a really interesting article versus on culture fit versus a culture ad the other day from Gallup. And I can certainly drop that into the chat if anyone's interested. But whatever your views are on which is best for your organization, helping a new hire get to know you and embrace your culture is the first step [00:16:40] To feeling like they belong. And that can obviously work wonders for employee engagement and retention. Obviously the more human this can be, the better regular live q and as chats and calls with a line manager or buddy and team events work brilliantly here if you can build them into your process. And I know for many organizations that's not possible. But information, other information on things like the diversity, equality and inclusion, wellbeing and mental health promoting any clubs or groups that you might have, including your employer resource groups and how to get in touch with them is fantastic. [00:17:16] Employee generated content also works really well here. Two, it doesn't feel corporate and it's a great way to build excitement in the runup to day one. And a nice way to get that footage is to build things like this again, into your onboarding process. So asking new hires to film a top tips video or answer the same questions may be 90 days after day one. And then sending that video to new people who are joining the same team is a really nice way to introduce 'em to the culture and the people. [00:17:51] So our next stage is such a simple one, but so important. And it's all about helping your new hires prepare for day one. Quite a few of our clients have a very short b pre-boarding period, you know, a week or less in some cases. So this stage often condenses all the previous stages into one short but informative process. If that's true for you, this stage will likely have, you know, a lot of compliance in it. But it's just as important that we help reduce anxiety and make sure employees have everything they need to start and then start well. [00:18:27] So again, make sure everyone knows what to expect here, where to go, who to meet, and what to do on day one and for the rest of the week. And make sure that people who are supporting them know what they're meant to be doing as well. Especially if they're meeting them on day one. I mean, how many stories have we all heard about? Someone turns up on day one and there's no one there and no one was expecting them. Many of our clients have introduced onboarding training to support and ensure line managers and others involved know what's expect them. [00:18:55] And it's a really good thing to do if onboarding is important to you. Many of our clients also have a dedicated onboarding portal for line managers on Eli I two, but whether they have a portal, a PDF or a spreadsheet for managers to tick, make sure you're encouraging those behaviors that set people of success. We created a really lovely video for Rolls-Royce, so a while back to do just that, to help educate line managers. And I can drop that into the chat a little bit later when I stop waffling on as well At this stage. [00:19:28] It's also important to make sure that you've reached out to those who may need more support too. So those with disabilities being an obvious demographic. And don't forget about all the things that may that you take for granted but will probably worry or confound your new hires. So company systems and apps you might use. Bamboozling and acronyms workplace language, lunch options office access, office address, hot desk policy, dress code, it setup, you know, how to book time off. All those kind of things that we take for granted, but someone wouldn't know about buddies, [00:20:07] Which is why we recommend buddies are indispensable at this stage because they can be asked all of those silly questions. But, you know, having somewhere where your new highs can go to find this information quickly and easily, you know, in a responsive format, you know, so it can be on their phone, on tablet, whatever is really useful, you know, now, and over those first few weeks as they get into grips with the internal systems they're using obviously another chat with their a line manager as well a week or so before they start is a great way to alleviate nerves [00:20:38] And keep building those better relationships. So we're almost there. Number six you know, it goes without saying a great start is hugely important. I dunno if you know, but probably not. 'cause I was on doing the stats for this presentation, but organizations see as much as 20% of their employee turnover. That's as a whole happening within the first 45 days in a job. So a great first week, how just a great first day can make a fantastic difference to that. You know, this is your opportunity for another great big warm welcome. [00:21:13] But just as critical is demonstrating how important new people are to your business. And a nice way to accomplish that obviously, is to define and deliver a consistent induction process. Now I know at this point it probably sounds like I am teaching you to suck eggs. But if I had a pound for every time I've heard someone say, you know, sometimes it takes weeks for induction to happen. If it happens at all I'd be a much richer man. Group sessions are obviously a great way to help people build connections and make friends. So remember to build timing for that. [00:21:49] If you are running them virtually. Build time for networking and getting to know each other, it's a really nice way for people to build connections. And again, you know, utilize your line managers and buddies. Make sure they know what they're doing and what their role is over that first week. You know, we're coming back to that knowing the process. Make sure people know, you know, that giving them the simple tasks they need to complete in week one or just an outline of their responsibilities can just make a really big difference here. I'd also advise you to review your induction itself. [00:22:22] You know, again, looking at your processes, when was the last time it was updated? Is it fit for purpose? Does it work if an employee is starting their career remotely? Is it actually, dare I say, it may be a bit a bit boring. We worked on a lovely project with GLL a few years ago taking their 98 page induction slide deck and turning it into a six minute video. And this helped ensure every new joiner started with key information on the, on the charitable social enterprise, their values, their mission, their customers and expectations of employee new enroll. [00:22:58] And again, I can drop that into the chat after I stop going on. Alongside your corporate reduction, things like a one-to-one with a line manager to plan the next few weeks at work are really useful. And maybe lunch with your buddy on day one or on the first week, you know, introductions to the team, things which make people feel welcomed and help alleviate those nerves. These are simple things to implement, we feel, you know, but again, don't leave them for chance. Make sure people know and have that tick list of things that they should be doing. [00:23:29] At Eli onboarding one of the things we do to make day one special is we like to find out what a person's favorite biscuit is and have a packet sitting on their desk next to the laptop on day one. So it's a small touch but everyone remembers it, you know, so little ways of making that first week or first day, that little bit special. [00:23:50] So my penultimate stage is all about helping an individual perform in a role. And how an individual finds their feet within an organization can take a multitude of paths. But the more tailored your approach, obviously the better. I'm not gonna tell you specifically how to do your onboarding, but there's certainly three areas we suggest you focus on. And the best thing is if you've been following the other stages we've already discussed through, you are probably halfway there already, and this is why pre-boarding can be such a fantastic thing. Our first area, you know, what you need [00:24:27] To continue is their organizational onboarding. So helping them get to know you as a business, you know, beyond a lot of the day-to-day things we've already mentioned in preparing for day one, make sure you cover things which will get them thinking longer term about their career, such as how performance is measured and rewarded, and how opportunities for learning and development are accessed, or, you know, and how career growth is achieved, those kind of things. Then technical onboarding focuses on helping your new hire be productive in their role. But it pays to remember here that just [00:25:04] Because you've hired someone for their knowledge and experience doesn't mean they know how to apply them within your organization. Even experienced hires can become insecure when they suddenly feel like beginners. I know I feel like the way when I come back off a long holiday. So think about how you can give new hires clear goals and share realistic expectations of what to expect over the first few months, no matter if they're working on a checkout or managing a team of a hundred. Start with targets that you are confident they can meet. And if all goes well, [00:25:38] Let's gradually increase the level of responsibility. We all have achieving goals and this will help build trust and confidence while at the same time reduce the chances of stress and anxiety. [00:25:53] Finally we need to help the new hire integrate socially. We talk a lot at Eli about building a sense of community and belonging, and there's an important reason for this. First, an individual feels if an individual who feels like they belong within a business is much like more likely to stay longer term. Indeed, 69% will hang around for more than three years. And secondly, the better network they are, the more friends and associates they have across the business, the more productive they're gonna be as well. So it's a win-win for everyone concerned. We've mentioned a few ways of achieving this already, [00:26:30] In a, in a great start, but beyond that, think about how you can help them build connections across the business. This could be led by the line manager identifying key people that they should speak to. It could be by joining one of your ERG groups or social clubs, or perhaps like as you run regular events for people to attend. You know, this is especially useful if you do have that hybrid workforce. One of our clients runs a virtual tea break for new hires every other day. You simply pop along and if you have time, you know, and, [00:27:03] And simply meet someone new every day, which is really nice. One thing obviously that shouldn't be forgotten throughout this stage is how well, other than how a new hire finds their feet is wellbeing and mental health. So helping a new hire, understand how you'll support them in that regard is truly important. So make sure they know what help is available and how to reach out if they need it. Finally, think about that. You know, how you ensure that consistent process here. So this stage, could all honesty take three to six months? You know, making sure that someone gets fully up to speed. [00:27:40] So nudging people at the right moment to ensure nothing important is forgotten is really important. So perhaps you are a 30, 60, 90 day onboarding plan to get people up to speed. Well, let's make sure that people don't forget about those meetings and get 'em in the diaries when we need to. [00:27:57] And my final stage is all about helping people think longer term. As we mentioned a few times, that the ultimate goal of great onboarding experience for us is to create that sense of belonging. And a big part of that is helping an individual start to picture their future with you. Where can my career take me? So 78% of new employees would remain in their job longer if they knew the answer to that. So discussing career paths and learning and development plans is a great idea from a business perspective. It's also critical that you leverage the results [00:28:32] Of a great onboarding experience too, such as encouraging a new hire to promote your brand externally. A glass or redu review, for instance. Or even a LinkedIn post, you know, saying, I've started this new fantastic job. You could also ask them to think about your employee referral program as well. It also pays together as much feedback as you can through surveys, engagement data, all that kind of thing so that you can use this information to continually evolve and improve your experience. [00:29:05] So I've covered a huge amount there, certainly in the last, 20 minutes or so. So much in fact that, you know, creating that great experience may feel a little daunting to some of you, but it shouldn't. Finding the right part partner to support you with your onboarding journey is a great place to start. But also is keeping in, you know, one of our favorite sayings here at eli, which is dream big and start small. A simple, straightforward and clearly defined onboarding process can work wonders on its own and help you know, and you can build on that process over time, [00:29:40] Creating something that's truly unique to your organization that sets all of your new hires up for success. So I think that's enough from me. I'm gonna happily hand over to Jen to chat about AstraZeneca. [00:29:56] Awesome, thanks Noel. I'm not sure how I can follow you. That was great. I'm not sure where I'm gonna go from here, so but yes, that's amazing. That's why we love Eli. So much. So happy to be here to share with you a little bit about my journey in here at AstraZeneca, and a little bit about some of the insights that I've kind of collected along the ways of being in Canada experience and onboarding. So you know, I started to think about this presentation and I was like, well, where do I start? And then I'm like, well, where do you start, [00:30:32] Right when you start thinking about onboarding? And I think we have a def probably a bunch of different, you know, different levels of onboarding here in the call. So you have, you know, where are you starting? Like what does it mean to you, which I do love that question. So, you know, what does onboarding mean to me? I can start there in terms of, you know, when you see on the screen here, those three kind of groupings, that's what I think of when I think of onboarding. I think of a journey I think of onboarding, starting [00:31:00] Actually before they say yes. I think the onboarding starts the minute that person kind of joins that candidate journey and it follows them through. So that's a little kind of extended, if you will. But yes, onboarding technically kind of starts when they say yes or they accept. And then as you know, Noel told us, like, there's a lot we can do. Pre-boarding is a very large section of onboarding in my mind, but equally as important to new hire orientation. That is one day, but that one day is so monumental, it needs to be celebrated. [00:31:36] It really needs to be set up for success. And then of course, everything that comes after day one, which I like to call integration. So in my onboarding journey and what it means to me, I look at it as a 12 month journey. So any kind of onboarding programs or experiences that I'm a part of, I really truly believe that they should extend out. And a lot of the things that were talked about actually over the chat, did include that. So like coffee bingo or bringing cohorts together and engaging them and really making sure that they are set up and supported [00:32:07] And they have the right network to interact with each other, you know where to go. And then, you know, in terms of building, you know, these processes or these systems, you know, really basing that on your values and your culture. And then of course, making sure that your manager and your buddies are set up for success. We have a manager and buddy program here at AstraZeneca. We very much believe in buddies and managers and, you know, having that set up for them to be as successful to make sure that the candidate and then the new hire has that same amazing journey. [00:32:38] So, you know, I think when we talk about pre-boarding, that really is such a big step because that's where you get your systems, your processes, your AI in place. And I say all of that because it all works together and it kind of flows through the whole journey, if you will. So how you set it up in the beginning, hopefully we'll take that person all the way through. So, you know, it's, it's very customized, very to Noel's point earlier, he talked about, you know, making sure that we're looking at that personalization, where's that person located? [00:33:10] What is their role, who's their manager? And going even one step further, something that I've been kind of researching, I won't talk about it too much 'cause I'm not an expert, but it's something called psychographics, and it's something that's used in the consumer marketing, but how do we really look at that candidate from a cognitive what is their behavior? How can we help them have an amazing experience based not only on the kind of demographics that we look at now, but going beyond that. Looking at, you know, not only reasonable adjustments, but what more do they need and what can we give them, [00:33:43] And how can we, you know, really look at that experience from a different angle. And so looking at consumer marketing, kind of creating it over into the onboarding world, I'd love to see somebody create a model, a psychographic model for onboarding. So just putting it out there, if you know of one, please let me know. So that's kind of looking at pre-boarding, choosing your own adventure. For anybody that knows those books, I like, love those books. I'm probably dating myself, but you know, choosing your own adventure was, you know, what do you need and, [00:34:12] And how do you need it? And letting that candidate and that new hire really dictate what they need. So, you know, one person may be starting in two weeks and they just don't have a lot of time to dedicate to learning a lot about the new company. They may want to, and, but they don't have the time, so they don't wanna be kind of thrown all this information like that they can't read before. But maybe you have somebody that has three months in their hands and they're like, oh, I would love to know this, and this. [00:34:37] And they wanna engage. So really building that process, that experience out for them so they can kind of pick and choose and they can choose their own adventure up until day one and beyond. So, and then, you know, moving into that new hire orientation, I, you know, I really have seen some amazing things. On the orientation side, I love, there was one company I was with actually from an orientation side where they really focused in on that ID and b, you know, creating that psychological safety from the moment they virtually walked in or they actually walked into a building, [00:35:11] It didn't matter, it was a hybrid, it was really building on those introductions, welcoming them to each other. Yes, they needed to get up and running on a laptop, and they needed like the ins and the outs, but the day was really more about them. The day wasn't about, let's show you this or show you that. It was really like a welcome from a leader getting to know each other icebreakers. And it was, it was just, again, it was really a belonging. So people walk away from that day thinking, I belong here. Like, I made the right choice. [00:35:39] And that's what you want on day one. You don't wanna overload 'em, you don't wanna give them all the information that you want them to have. But it's just not the right time. So think, timing and, you know a chance to make those friends. And aligning really that day one with the expectations that you set through that attraction process. So everything that you're, you know, telling them or training them or showing them is really built into that day one and beyond as well. And then integrating, right? So that's really where you can get super creative [00:36:10] And, you know, innovative and you can celebrate milestones and you can build in your branding and you know, build the momentum. So what do they need in week one? They're not gonna need what they need in week one in week eight. So, you know, being really innovative, working with the business teams, understanding what's going on in the businesses, to be able to say, how can we coordinate? How can we really build, engage? And again, making sure that your manager, your buddies are all included in this because it is a very much of a team, a team [00:36:42] Sport, if you will. And there's a lot of people in play. And so, you know, here at AstraZeneca, I'll share with you, we have candidate experience principles that we, that basically guide everything that we do. We have four of 'em. And it really is, it's, it helps us. And when we go to build a program or we go to look at a new process, we think, you know, moments that matter, what's the timing on that? When do we need that? You know, passing the torch, so who's involved, you know, who's touching that person and, [00:37:12] And when and how, and making sure that, you know, at the end of the day, it's the people that matter. So everything that we build is around them and getting more customized and yeah, just making that perfect experience. That's our mantra. So love onboarding. I would love to keep talking, but I do wanna make sure that there's time for my webinar cohort who I'm gonna introduce next. But one thing that I do find is extremely important is the feedback strategy. So I think when you're looking at a journey a long journey, and there's a lot of moments [00:37:47] And a lot of key components to those, to that journey, you wanna make sure you're measuring it. And so having that strategy put in place in the beginning to say, we need to get feedback from the candidate and then the new hire, and then connecting that all to an engagement survey is just mint. So highly recommend, you know, building that feedback strategy into your journey as well. So with that said, I'm gonna let you all go and I'm happy to take questions. I'm on LinkedIn, you can feel free to reach out to me, connect with me, I'm around. [00:38:19] Yeah, and thank you so much. And Johanna will take it from here. Thank you so very much Jen. And I'll take it from choosing our own adventure. This is our adventure. It's a very simple presentation. This is A&m Adventure, what we believe the journey for an onboarding, a successful onboarding is. And successful onboarding for us is a successful career at A&m. It starts from there. The onboarding is just a piece to be able to say at a and m after 2, 3, 5, 10 years, yes, this is where I want to still be working. I am successful. And this is the start, [00:39:01] Logistics. I want to start with logistics because that was one of the main challenges, and this is outside any system outside Eli. It was about how to make sure that all the teams that are involved in onboarding know what each other [00:39:19] Is doing, and they are doing it at the right time in coordination and they're, it's a like a dance dancing together to make sure that by the end of the onboarding everything works well. And that was a challenge because we have now, we have 25 offices across Europe. At the point when we started with Eli, we had 20, I think. And it was difficult. And I'm not only talking about IT and hr, there are so many other from reception from yes to the business as well. So we started the logistics from the moment we send every [00:39:52] Week an email to all the offices, to everybody saying, these are our future new joiners, these are all the details. And it's incredible how that is so useful because we get information back saying, oh, by the way, the target is different or this pillar is different. We need to get it right from the beginning. And it's the data. And also letting the business know you have a new joiner because they are so busy that they need to know how many new joiners they have or who is the person and what pillar they're going. That's the first thing. We didn't have that. [00:40:22] And it has, with Eli, we managed to get, we saw, like when we said, okay, we can do this, we can get the checklist, and we decided to put what they call checks, so all the tasks that are very much related, so it HR operations in each business unit to see what each other is doing and to know, okay, I tick my task to make sure that this person has the right dis is in the right distribution list, will be in the right distribution list, have the computer ready they have got their desk allocated so we can see [00:40:55] What each other is doing, which was a black hole a year and a half ago when we were growing. So that is one of the things that Eli has allowed us to do. And when it comes to the after they won, it's also logistics. It's about performance management, it's about we know that people have, they need to know what they need to do by the six months. So we make sure that the HR bps the business and the new joiner, they are coordinated well as well on what they expect. And it's about knowing and being about [00:41:27] Being about communicating. And it's difficult to do it face to face, especially when you have so many different places that, or offices that we have. [00:41:36] And the other, for us, pre onboarding is key. Absolutely. We have really spent a lot of time on the pre-boarding bit. And one is logistics, and the second one is content and information. And in networking, before day one content, we worked a lot and decided we are going to give as much content as we possibly can without going into confidentiality issues to the new joiners before they join, so that when they come on their first day, it's just like, oh yeah, I know this. I know what all the business units do, [00:42:10] Not only the one that I'm gonna to join. And part of the content is giving them images about the leaders. For example, we want them to see someone when they're working on their first day and be able to say, oh yeah, I know that person. Or they know our CEO or they know we're mainly our leaders and also the people that they are working with and we're still working on that content changes all the time. [00:42:32] And we decided to launch on a staged approach. So we had build up content, it took us a lot, all a long time. And then on, when we decided let's go for it, we said, we need to review the content. So we are still reviewing the content and launching some of the business units on a stage approach and networking. I know it's difficult, but for in the company that in a and m we have most of our new joiners are even up to a year on notice. So we have all that time that we cannot lose, [00:43:07] Not only from a perspective that we want to show them the a and m way, and we wanna get them ready as soon as possible, but also we want to keep them engaged because there is such, so much competition to [00:43:20] Get the best candidates that we need to make sure that person is going not to going to change their mind before they join. So we are making sure that our leaders and HR and all the teams are in contact with a new joiner, not bombarding them with messages, but Eli allows us to send notifications to some of the business leaders and say, knock on the door, remember that you have this joiner in two, three months. Why don't you go and have a coffee or say hello, or just introduce them to some other leaders or start networking [00:43:52] Because the moment that you start networking before they're in a really good place with a to start working and being productive as fast as possible. Because that's, that's, that's the way we do. And we spend a lot of, a lot of resources in all the recruitment piece. We are quite aggressive in that sense, and people say poaching, but we need to make sure that what we are doing, we are doing it right and we are not losing everybody before they join. Prepare me. And that's what I was saying, that's the second bit. It's about networking. [00:44:22] And the last point, you know, where it says prepare me objectives, we with our performance managers and with the new joiners, that when you're in your journey, you need to know what the company expects from you and what you expect from the company. And if that conversation only happens on day one or after day one, sometimes you have, you might have some surprises. So it is, if possible, if there are chances for go and have a coffee and start talking about this is what we expect from you by your six months or in a year time, you start working towards that, your, [00:45:01] Your training needs will change based on that. You will be more prepared in the company. We'll be more prepared to know how to make that person's journey work better. So we do more, most of the work that we do in onboarding is before the person joins welcomed me day one's about, for us, the word is relaxed. We want someone to come in and be absolutely relaxed, not feel that they are running for their computers or not knowing how to log in. We know that there is a lot of right to work checks and all that, but it has to be as relaxed as possible so [00:45:38] That they can have, spend the time knowing their business and feeling that they, this is the place that they want to be. So that is what we are trying to achieve and not giving them too much to do really on day one. We do try to start the training if they can, if they have the time even before they join. So compliance training, some I was, I would be one of the, ideal candidates to do my training before I join many. And we give them that opportunity. If they wanted to do it after, that's absolutely fine. [00:46:09] I think I only have two minutes, so I need to move a little bit faster. And I have some notes here to make sure that I don't forget what I wanna say. But of course then immerse me week one and integrate me 30 to 90 days. Week one is about knowing the business, getting to network, getting to finalize their onboarding boring bits, but also about knowing their teams. And then everything from day 30 or from the first week to 90 days and even to six months, it is about facilitating their performance, making sure that their objectives are, [00:46:46] Are set up, are agreed that they're getting feedback, that they're talking with their business partners, that the performance manager isn't, is making sure that they're in absolute contact. So most of the tasks are after day one, are specific to that to that group, [00:47:04] I think I have hopefully covered most of the points in there, but as I say, we do spend a lot of time on the pre-boarding data, and it's incredible how that has completely changed the way the perception of the new joiners to that they have when they join a NM. It is difficult and I would say it's a lot of work, but it's incredibly rewarding when you, when you get it right, and it's, and we'll continue now we're going into the next phase, which is about tailoring the onboarding for specific groups. [00:47:37] So we have managing directors, and then we're gonna go for the our younger generations. And also we want to do the international transfers onboarding because that's, that they are specific onboarding pieces that we wanna start working with that we give a lot of videos as well. That's another thing that I wanted to mention. We, the videos are focused on how to be successful, letting in all of them. That's a central line for us. Thank you very much. Thank you. Brilliant. No, should we pass back to you? And I think you're on mute at the moment. [00:48:09] I am. Yeah. You can pass back to me, but it will probably only to be open this up now for, any questions that people might have about what they've heard today. So yeah, that's, that's all I've got to say unless there's a specific question for me. Of course. Thank you so much, and thank you so much. I'm so insightful, everyone. So please for those on the call, pop your questions in the chat. I have actually got through a few that have come through directly. I'll actually just refer back to one that we had earlier on in the chat, which is about [00:48:40] How you are approaching onboarding for remote or homebased workers. So Jen or your Hannah, I dunno if one of you would like to take that. Oh, Jen's just come off mute, so first Jen. Okay, sure. So we, in different locations, it can be a little bit different. We do have a very kind of corporate onboarding that we've given to all our different major hubs and our different locations and they take it and they kind of tweak it to the location, whatever they need. But I can speak to a couple of the big ones. [00:49:14] So AstraZeneca, we have three large headquarters. We've got Sweden here in the UK and then the us. And you know what, in the US they do a very interesting model because theirs is hybrid and on site and they pull 'em all together. So they've kind of created a way that people will come on site and they'll be greeted and they'll be kind of an onsite onboarding, but at one point throughout the day, they bring everybody together and that's cross over different time zones in the us. And you know, making sure those field-based employees are getting kind of the same feel. [00:49:50] It may not be exactly the same feel because of course it's, you know, when you're face-to-face versus hybrid, but they do bring them together, which I thought was nice. Here in the UK we're a little bit more hybrid, I think, I mean, sorry, virtual in that not everybody comes on site on day one. I think more people are going on site in the US and so it is mainly you get your, you know, your laptop sent to you, so you log on throughout the day and so you morning is kind of dedicated to [00:50:16] That virtual experience. And then in Sweden it's, it's a bit different as well. And I think most of them come on site, so that's really not that virtual. But hopefully that answers your question. If you have any more specific questions, feel free to reach out or just yell 'em out. Brilliant. Thank you Jen. Really insightful. And Johanna, perhaps if we come to, do you have any remote or home-based employees? Yes, we do. And I think lockdown gave us a chance to really improve the way we onboard our remote employees. Now. We feel that we're very confident, so [00:50:53] From a logistic perspective, we don't have a problem on sending the computers or the person can come here. We are very much coordinated with it. [00:51:01] We also have, most of the induction meetings are online, so they can either join in a meeting room or they can join whenever they want. And we do have one, we call it culture and value state, where we bring everybody across all the new joiners across the region, either to London or to Spain or France to meet each other. So even if they are working from home, they have that day where they look, they can go to the office, they meet not on their people from their own country or business, but they can meet everybody else. [00:51:34] And we feel, we think that is important to, especially for those who work remotely because they need that contact that people who work in the office don't have. So yeah, what I say is I feel that we do have it [00:51:49] Well coordinated at the moment and we try to make sure that everybody has the chance to know and network as well. Brilliant, thank you. And then perhaps Sarah or Noel, I dunno if there are any sort of further insights that you can share from your clients if they have any sort of remote home-based employees and their approaches to onboarding. [00:52:12] I think, I think I, not off the top of my head in terms of examples, but I think in terms of just what we would suggest from a, from an experience point of view is going back to that knowing the process and ultimately reviewing that post day one experience and how it should be changed or how it should evolve for those that are remote or hybrid workers. So I think many of us will have done that when COVID hit and obviously we're all locked down, but perhaps we've started to return to the old ways. [00:52:44] So I think, you know, reviewing that, making sure that just because I might be a remote worker, I'm still having a great experience. I think it is hugely important as is. Like your Hannah mentioned, giving people at least the opportunity to connect with people in a real world environment as well. If they choose not to, that's obviously their prerogative, but giving people the opportunity to do that, I think is a really good idea. I'm still a big believer in face-to-face. I think you can get to know each other much more easily and more readily, you know, those whole [00:53:15] Water cooler moments that you have when you're in an office. So thinking about how you might build to recreate them is a great place to start. But I would say also don't try and force these things too much. You know, don't make them, you have to come in and do this, you know, because everyone's different and maybe people like to have their own approach to integrating into an organization. [00:53:40] Brilliant. Thank you. And then we've had another couple of questions coming through in the chat. So Julie says, do you send them a welcome pack? So that's actually for anyone who's on the call. If you send a welcome pack give us a wave. So if you have a look at the hand, just as you can wave. So for those of you that do send out welcome packs give us all a wave and we'll sort of see how many people do. But in the meantime Jen, do you send welcome packs? [00:54:11] It's such an interesting question and I'm smiling because we do not at this time we have discussed it and we've talked about it, and I think you get, you know, the normal kind of laptop in your headset and all the required technical needs that you need. But there isn't quite a welcome pack per se that we send out. So stay tuned. [00:54:31] Great. Johanna, how about you? We don't send it but when, during the work, the culture and value state, when everybody comes together, we have a beautiful notebook, we have a lovely pen, we have water bottles and we have other things, but it's when they come to the office, we don't send them either. We only, as I say, it's same as Jen, it's mainly the computer and connect. [00:54:52] We've we've seen interesting evolution in that actually ourselves with many of our clients. Obviously thinking about sustainability you know, and, and saving the world and all that, ultimately ensuring that those pacs are as sustainable it can be and or giving new hires the option of receiving one or picking what's in them. So, you know, so they might only pick the things that they know they're, they are gonna use rather than, for instance, that them getting 10 notepads and actually they like to take the notes on their laptop, for instance, or something like that. [00:55:27] So it's a nice thing to think about. You know, what, to that point too, Noel, I worked at a previous company where we actually took away, it's, it's kind of along the same lines, but it was really kind of innovative and I love it, is that instead of giving away any kind of free swag or anything, we ended up saying, here's five, companies that you can donate to. So instead of, you know, us getting you a couple pens and some notebooks, we'll take that, you know, 25 pounds or whatever, and we'll donate to whatever you want. [00:55:52] And we used to do that, and that was actually, we did it more on the talent acquisition side in the sense of the free schwa like recruiting fairs. But then it kind of worked its way into more of a, an onboarding thing, to your point, like take a pick. Like do I want an AstraZeneca hoodie? Absolutely. But you know, I mean, maybe some people are like, oh, I don't wear hoodies, you know, like, I'd rather just give this money to a charity. So to your point, I love that, like give them the choice. [00:56:16] Again, stay tuned. Brilliant, thank you. So one final question. So Kirsten says, how do you get around new staff members accessing training before they start with the organization? We cannot do this at the moment as it's seen as an IG breach. Interesting. So Hannah, do you have any experience of that at all? Yes, we do. We, what we did with Eli and in our in loop, which is our system that we provide content for training content, we created a parallel and mirror platform to the loop, to the system that we use for training. [00:56:56] And we only add in that other platform, the resources that we know that they can get before they join. And that has worked well. We need to be very careful in what we provide. We do have some technical difficulties on doing the, on giving them access to the compliance training, but there is nothing in the compliance training that we know that they shouldn't, anybody shouldn't get. We most all the companies have compliance training, very similar GDPR, et cetera. So I think people have gone through that compliance training so many times that it doesn't really matter, [00:57:33] But we actually want to give them a more access to training material before they join. Brilliant, thank you. I'm conscious we are running outta time now, so I'm going to have to wrap up there, but thank you so much everyone today, hugely insightful session. Noel, would you like to say a few closing words? [00:57:53] Oh, off the cuff? I'd just like to thank everyone for coming today. Feel free to obviously reach out to myself and Sarah on LinkedIn. Visit elionboarding.com as well, if you'd like to find out more about probably the most awarded winning technology, e onboarding technology in the world. But that might just be a Heineken statement, you know, there. Anyway, wonderful. But thanks for coming along and I hope you found it very useful. And people would also like copies of the slides noll, so we can arrange for those to be shared afterwards, can't we? [00:58:24] Absolutely. Yeah. Yeah, certainly. Fantastic. So Jen, Johanna, thank you so much for speaking today. Brilliant session and Noel and Sarah, thank you so much for supporting, again, huge insightful and hopefully lots of practical tips and hints you can implement on your return to the office. So thank you so much every day everyone. Sorry getting muddled and enjoy the rest of your day. Thanks, bye. Thank You.