Acquiring Job Advance Your Career Career Changing Careers and Employment Education Internship

Great Resignation, Great Downsizing? You Need A Talent Architecture To Improve Retention!

Published August 5, 2022

As you can imagine, there are many leadership areas in which CDAOs focus on collaboration with HR, recruiting, and technology. In their role as the leader of the data analytics (DA) practice and as executive general manager for the firm, current concerns for CDAOs revolve around recruiting, management, and retention of DA talent.

With more firms adopting the center of excellence (COE) and practice model (often Agile at Scale practice models) for data analytics (DA), success begins with designing and implementing a world-class talent architecture.

Let's Start At The Beginning: Why Do We Need Talent Architecture?

human resources, data analytics, talent architecture concept

Just as a building plan defines the elements of a house to be built, a talent architecture (TA) clearly explains the elements of the jobs to be done. TA is leveraged to understand what skills and competencies are to be recruited, how they should be managed, and what expectations new hires (and current team members) should have regarding job performance, competencies, career progress, and compensation. A finely tuned talent architecture will achieve these goals and set the practice up for organizational, business, and team member success.

An Impactful DA Talent Architecture Has Two Prime Elements With Multiple Powerful Benefits

Hiring manager talks to a job candidate during an interview

Fit for Purpose Job Descriptions: To provide robust, well-defined job descriptions that clearly define role profiles within your organization. These profiles describe the boundaries of the role, years of experience required, and technical/business qualifications. This is important for honing your recruiting strategy and spelling out the expectations for the existing team of each role'what the role is, what it does, and what spells success.
Career Path and Salary Range: The talent architecture creates spans and layers within each job function that makes it clear to existing staff what it takes to get to the next level, the expectations of those occupying each role, and the salary band for that particular job. When you design the spans and layers, HR will coach the CDAO to be people agnostic and not to think about the existing team but rather what roles are needed for the function and how they will calibrate to the market and best practices and the desired end state organization.

Benefits Include:

Credibility and Professionalism: Ensures DA roles are filled with actual data analytics professionals. The talent architecture helps create credibility for the organization's role and the team, with all stakeholders aware that the position is part of an endorsed competency center of excellence. Historically, there were issues with hiring managers slamming people with connected skills (but not the required ones) into a job, only to have them leave or to create sub-optimal results for that particular role. [We all know folks in roles where we scratch our heads wondering how they got there based on required qualifications. Talent architecture helps avoid this syndrome.]
Business Competitiveness: Roles are clearly defined and are priced to the market via regular surveys. Calibrating to the market allows adjustment within your compensation strategy to attract and retain talent. The salary banding should be reasonably broad to allow for flexibility for advanced, hard-to-find talent/skill sets in data science, engineering, and AI.
Career Path: Team members know where they stand with a defined career path''I know who I am, where I am, and where I can go.' Everything is published and why people hold their roles becomes less of a mystery.
Organizational Transparency: Clarity of job functions and associated levels creates and builds trust with the professionals on the team and rational thinking and understanding of the function by management. I find the higher the trust amongst the team, the lower the turnover!
Teamwork and Collaboration: Workflows and handoffs are known with understood roles and responsibilities. Very often, there is confusion between data scientists and data engineering regarding the handoffs and who is building what aspects of the tooling. TA brings that clarity and helps engender collaboration with clearer handoffs and job scopes.

An Example Of A Talent Architecture

human resources looking for a job candidate concept

A talent architecture is a living, breathing system of job families and functions calibrated in content and compensation with a market study. This architecture defines all subject areas, job functions, and categories within an overarching job family. There can be many job functions within this architecture, each with a role profile having the following essentials:

Role Title
Role Description and Key Responsibilities: The essence of what the role does. These activities should be stated if the role leads people, uses platforms, and supports the business.
Competency Level: The level of knowledge that the holder of the role should possess, for example, from Knowledge of to Competent to Expert level capabilities. These levels often help by translating to salary bands, and specific skill sets help define a role profile. For example, the number of years of experience in machine learning in data science can be a differentiator between the salary paid for the role and the level.

Illustrative: (There are more jobs than these two)

Title	Executive Data Scientist	Data Science Manager
Role Description	Leads a team to apply statistical methodologies on big data platforms to help business lines improve decision-making. Focuses on enterprise customers.	Working team leader manages other data scientists using machine learning to transform data into predictive models applied to solve business problems for business partners.
Key Responsibilities	Leads the team to design, build, and execute client data science projects. Engages with key executives on the integration of data science work products across the organization Advocates the data science vision.	Collaborates with business partners to define the business problem. Selects and builds the appropriate data science or statistical tools with a small, focused squad.
Key Competencies (Including COE/Practice skills, Organization and Leadership skills, and Technical skills)	Rated by knowledge level. For example: Data science: Expert Business knowledge and translation skills level: Expert Technical skills: Advanced	Rated by knowledge level. For example: Data science: Expert Business knowledge and translation skills level: Advanced Technical skills: Expert

Tips On Designing A Talent Architecture Governance And Management

In alignment with CDAOs and their Drs, HR owns and governs the talent architecture.
Hiring managers can customize business focus but not competencies. In other words, hiring managers don't get to change the job family at will. They must leverage the governance model to update the roles based on the desired end state and market calibration.
The dedicated technology team works with HR to make the role profiles and full TA available to enterprise recruiting and LOB teams.
People analytics teams should be formulated to understand the key insights that can benefit talent planning from the talent architecture.
LOB leaders/clients are sponsors of data analytics projects. They can be part of the hiring process and give input into the business scope of the role.
Third-party consultants and best-practice firms should be leveraged to guide any necessary calibrations to the talent architecture. Get in touch with me if anyone wants recommendations for these providers based on my experience.

I hope this paints a picture of some of the critical elements of talent architecture and how CDAOs help with its design. This post should also paint a picture of some of the future of work (FOW) leadership dimensions CDAOs are involved in. As always, the devil is in the details, but I believe I've left much here for you to ponder. Please send your thoughts, comments, and suggestions.

Stay tuned for future posts on What it means to be a CDAO, the critical elements of the job, and the success factors.

Published January 23, 2023

14 Practices That Are Roasting Your Consumer Experience

According to the American Customer Satisfaction Index’s (ACSI) last report Q3 2022, customer satisfaction rates have declined by 5% since 2018. The report also calls out GDPâs decline.

As an accomplished consumer, whether for my business or a new piece for my wardrobe, my own consumer experience index rates 6/10 interactions conclude by walking away from a supplier, retailer, or service provider service request without a satisfactory resolution or positive experience.

My latest service experience required reaching out on (4) separate occasions, each with a different agent, and spending 5 Â½ hours with a major tech giant that Iâll never get back, trying to fix an issue with my commercial-grade laptop that appeared out of nowhere. Needless to say, it was a HUGE infringement on my day.

When is the last time you felt ENTRAPPED, dealing personally or professionally with a time-sucking unavoidable glitch or necessary transaction that crashed into your busy life?

You didnât go looking for it, may have avoided it a time or two, but now itâs SCREAMING your name and demanding action.

Most of us are good sports to make a call or hop on a chat so we can resolve and issue to check a box and get on to the next task. But as the norm for modern consumer experiences has deteriorated into dreaded, time-consuming interactions that elevate our blood pressure, itâs time to speak up for all of my comrades in commerce.

Join me as we:

Consider how modern buyer expectations have changed
Talk about the all-too-common practices that are driving us away from sellers
Focus on the fix so sellers can turn themselves into consumer experience heroes

Modern Consumer Experience Report Card

failing grade, report card concept

After years of indifferent customer service, entitled seller attitudes, and low employee appreciation, the pandemicâs events brought a turning consumer tide in every area of our culture. Workers voted by resigning from undesirable workplaces, enterprise buyers refused spammy sales efforts, and consumers purchased from the retailer with the most seamless and personalized experience.

As modern consumers now demand seamless service across a dozen different communication channels, the stakes are high for inconsistency, limited channels, and a consumer journey filled with undo hassle.

Here are many of the all-too-common experiences that are driving off us consumers and our loyalty.

14 Service & Support Practices To Change NOW To Save Your Consumer Experience

Businessman holding bomb

Setting and neglecting. When is the last time your organization audited your consumer journey with a fine-toothed comb to deliver a smooth end-to-end consumer experience?
Eliminating inbound phone support and replacing it with time-consuming, unintuitive alternatives with a low one-call resolution.
Support interactions that truncate prior to a resolution when navigations donât render correctly on a device.
Misdirecting callers to agents without needed systems visibility or training to address the complaint.
Repeated agent-to-agent transfers that require callers to re-authorize their identity and re-explain the issue from the beginning when the IVR does not track the conversation, callerâs purpose for the call, complaint, or intention.
Chat sessions that do not audibly alert the caller of agent responses and prematurely terminate the session between responses, requiring the caller to restart a new session and start over.
Agents intentionally terminating calls without cause and without notice.
IVR systems that disconnect for no reason after long wait times.
Call transfers that terminate.
Auto callbacks that leave callers on lengthy holds before an agent joins the call.
IVR systems without an option for a callback vs. holding with no notification of estimated wait times.
Offering chat or email support in lieu of phone support without 24/7 service.
Operating with an overall service and support vibe that communicates that customers have nothing to do but obtain service from your organization, however long it takes.
Operating with an overall service and support vibe that communicates that customers are âluckyâ to receive service from your organization.

Inspiration For Service Excellence From Consumer Experience Heroes

Kids dressed as superheroes

While there are plenty of consumer experience foibles to name, letâs take inspiration from the principles that drive the service excellence of a few consumer experience heroes:

Trader Joeâs â Empowering employees to bend the rules to deliver amazing service.

Ritz-Carlton â Inspiring staff to build strong emotional engagement with their guests and empowering them to deliver exceptional service.

Nordstrom â Creating a culture where going above and beyond to take care of customers is expected, encouraged, and praised above all else.

Chick-fil-A â Commitment to be kind to employees and provide heartfelt hospitality to customers with a mindset that: âEvery life has a story, and often our customers and our employees, need a little grace and a little space when you deal with them because they are either experiencing a problem, just finished having a problem, or are about to have one.â

What If Your Culture Is On The Wrong Side Of Service Excellence?

Person cleaning

Hereâs a high-brow, corporate, three-step process for sellers to produce experience excellence:

Create policies and systems that put customers first every day
Hire empathetic, problem-solving employees
Empower your team members with continual training and tools

But if you sellers really want to get in tune with buyer expectations and the triggers that cause them to hit the eject button, you are going to need to get your hands dirty.

How?

Whether you sell (B2C) business-to-consumer or (B2B) business-to-business, eat your own dog food by auditing your process and consider paying other people to do the same to tell you whatâs wrong with it. Make periodic walkthroughs of your end-to-end buyer journey a thing to proactively spot and resolve points of friction until you deliver experience excellence.

If you sell to end consumers, how seamless is your process using a website or mobile app, on different devices, making purchases that require password changes, updates to a cart, changing addresses or credit cards, and applying coupons? Make inquiries prior to, during, and after the sale. And donât neglect the last mile that preserves goodwill with your consumers. Complete returns with each of the shipping options, including through third-party partners to ensure a hassle-free process.

If you sell to businesses, give up old-school spammy sales and marketing tactics that modern buyers resist. Instead, get crystal clear about your (ICP) ideal customer profile, develop insightful content to educate your prospects and build credibility, distribute it in peer networks where they natively hang out, and engage with them there to collect critical insights about what they care about (pay dirt) to guide your sales and marketing efforts. Turn your website into an un-gated library where prospects can binge on your content anonymously to turn into high-intent buyers, then pursue you for a conversation by submitting a web form once they:

Detect that they have a problem
Recognize you and your product as a potentially viable solution
Have readied themselves internally to engage your team as an initiative

Tedious? Yes, but this is how to deliver excellence in the buyer journey that gains and retains loyal consumers.

For additional insights or help with building, modernizing, or navigating your SaaS buyer journey or consumer experience, please reach me on LinkedIn or at [email protected].

Published July 13, 2022

4 Qualities All Great Managers Have

Owners of successful business enterprises will be the first ones to tell you that you need to invest in your people. When you are running a business, you need to rely on the efficiency of each person involved in the organization, whether that person is a front liner or is working in the back office.

Being an owner of a huge corporation entails a lot of responsibilities and that includes hiring and retaining the best people to run your company. You need to look for the best managers who can effectively handle a team of employees.

If you are in the engineering industry, you probably know by now that completing a certain building project will involve hundreds of people divided into different teams. Having the best managers to handle each team is the best way to ensure the success of your project.

Here are some qualities all great managers have:

1. Managers Should Have Strong Interpersonal Skills

The best engineering managers have a way of dealing with people and making sure that each person in the team feels valued. Look for a manager who knows how to handle the different needs and concerns of their team members. It is the responsibility of the manager to keep their people motivated to come to work every day and to be highly productive.

Apart from that, a great manager should ensure that the relationship among their team members is harmonious. Should there be any conflict among the members, they have to be able to iron them out effectively without sacrificing the productivity of the entire team.

2. Managers Should Be Effective In Doing Goal-Setting Activities With Their Team

Happy team members

Each member of the team should feel like they are a valued member of the company. This is why great managers should be able to effectively carry out goal-setting activities with their team. They can conduct strategic planning activities and team-building activities to ensure that each member’s goals are streamlined with the entire company’s goals.

Apart from goal setting in terms of the company’s needs, great managers should also be able to sit down and talk with each team member. Their personal life goals are equally important to the goals that they have for their career. Do they aim to get married in the next few years? Do they aim to migrate with their entire family in the near future? These are things that managers should be aware of. This way, they can prepare ahead of time for sudden changes in the organization and they can ensure proper turnover of responsibilities from one employee to another.

3. Managers Should Be Able To Properly Assess The Skills Of Each Team Member

Manager talks to her colleague at work

Employees have different core competencies, skills, and talents that they can contribute to the company. A great manager will be able to pinpoint these skills so that they can help the employee further harness their potential.

Managers should be aware of any workshops and seminars that they could send their employees to. Allowing them to have trainings will further enhance their skills and help them to contribute more to the company as a whole. Understanding the skills and goals of each team member will be highly beneficial to the company because each member will feel more valued and more motivated to work even harder.

4. Managers Should Be Able To Live By Example

Manager talks to an employee at work

The best managers always make sure that they are the perfect role models for their team members. They live by the company’s rules and code of conduct. They ensure that they are the perfect shining example of what a model employee is because this is the only way that they can make the rest of the team follow.

A great leader should start by being a good follower. Excellent managers are those who follow the company’s standards and bend the rules only if it is for the greater good.

Want to grow your career and become a better manager?

We’d love it if you joined our FREE community. Itâs a private, online platform where workers, just like you, are coming together to learn and grow into powerful Workplace Renegades. More importantly, we have tons of resources inside our community that can help you become a better manager.

Join our FREE community today to finally become an empowered business-of-one!

This article was originally published at an earlier date.

Published October 12, 2023

Executive Spotlight: How To Develop A Training Plan For New Employees

As new employees join your team, providing them with a well-structured and comprehensive training plan is essential for their success and the long-term growth of your business. Crafting a thoughtful and effective training program not only accelerates the onboarding process but also sets the stage for new hires to excel in their roles. How can you create a training plan that equips your new talent with the knowledge and skills they need to thrive?

We recently asked our leading executives for their best tips on how to develop a training plan for new employees.

Here are their responses…

Melodie Turk, Learning Experience Executive

New employees are excited and eager to jump in and itâs important to give them the opportunity to do so. Providing a solid training plan over their first year will provide a strong foundation to help with their success.

As new employees generally have more time than any other employee, I recommend building a training plan they can control and lead. This means building a guided framework they can easily navigate while they build their knowledge pool. This framework should not overwhelm the new employee, but build upon itself so their knowledge gets deeper as the year progresses.

Hereâs an example.

When setting up training regarding the organization, you might set it up this way:

In their first week, search the intranet and internet to find out the organizationâs mission, vision, and core values.
In their first month, search the intranet and internet to find out the organizationâs mission, vision, and core values and bookmark key links you can use for later reference.
At the 90-day check-in, review your bookmarked links and ask your supervisor how the organizationâs mission, vision, and core values drive the departmentâs priorities.
At the 6-month check-in, review your bookmarked links and prepare to share with your supervisor how the organizationâs mission, vision, and core values drive your own work and discuss how other priorities may impact that work.
At the annual check-in, review your bookmarked links and prepare to share suggestions on how to further support the organizationâs mission, vision, and core values in your own work and what support you may need to make that happen.

In each instance, the employee is given a task that starts out relatively small and increases in thought and knowledge.

Each training plan should cover compliance training and then organizational, departmental, and personal areas.

Organizational areas may include the history of the organization, its mission, vision, and values. Learning about them may be as easy as searching the intranet or it may be scheduling time with a few key people who have been with the organization for some time. It may even include a visit to an archive location.

Departmental areas may include strategic goals, dashboards, and reportsânot just where they are located, but the context behind them, as well as how to interpret them. This may include guiding the new employee to schedule time with certain people or to watch a video to gain this knowledge. This area may also include certain training to help employees learn how to actually input and navigate different systems they will use.

Personal areas might include cultural norms and behaviors. This may look like a scheduled meet and greet with other employees (with guided questions) to discover how the culture of the organization looks and works. It may include reading through a company blog or watching CEO town halls. It may even be as simple as a PowerPoint sharing key aspects of the culture.

Developing a training plan for new employees is best done with other employees. They will help give you the best insight into what they wish they had known and when.

Melodie Turk is a learning experience executive with a unique background in the learning and development arena as well as change management. She is passionate about bringing change to the workplaceâchange that is meaningful and change that will last.

Michael Willis, Sports Business Operations Executive

Manager/leaders trains new employees at work

Step 1: Identify Training Needs

Begin by conducting a thorough assessment of your organization’s needs. Determine what skills and knowledge are essential for new employees to excel.

Step 2: Set Clear Objectives

Define specific, measurable objectives for the training plan. What should new employees achieve by the end of their training? Ensure these objectives align with your business goals.

Step 3: Design the Curriculum

Create a detailed curriculum that covers all necessary topics and skills. Divide it into modules or sections for clarity. Each module should contribute to achieving the defined objectives.

Step 4: Choose Training Methods

Select the most appropriate training methods for each module. Options include classroom training, e-learning modules, hands-on workshops, and mentorship programs. Tailor your choices to suit your employees’ content and learning styles.

Step 5: Develop Training Materials

Create or source training materials such as presentations, manuals, videos, or online resources. Ensure these materials are well-structured and engaging to facilitate effective learning.

Step 6: Assign Trainers or Facilitators

Appoint experienced trainers or facilitators who can effectively convey the training content. These individuals should have expertise in the subject matter and possess strong communication skills.

Step 7: Schedule Training Sessions

Plan the training schedule, considering the availability of trainers and new employees. Ensure that the timeline aligns with business needs and employee onboarding processes.

Step 8: Implement Training

Execute the training plan as scheduled. Provide employees with access to training materials and resources. Encourage active participation and engagement throughout the training.

Step 9: Assess Progress

Regularly assess the progress of new employees through quizzes, assignments, or practical assessments. Use feedback to identify areas needing additional attention or modifications to the training plan.

Step 10: Provide Feedback and Support

Offer constructive feedback to employees to help them improve. Create a supportive environment where questions are encouraged and challenges are promptly addressed.

Step 11: Monitor and Adjust

Continuously monitor the effectiveness of the training plan. Analyze the impact on employee performance and adjust the program to address gaps or changing business needs.

Step 12: Measure ROI

After completing the training, measure the return on investment (ROI) by evaluating how well the new employees contribute to the organization. Assess their performance against the initial objectives.

Step 13: Iterate and Improve

Use the insights gained from the training process to improve future training plans. Learning is an ongoing process, and each iteration should be better than the last.

Developing a comprehensive training plan for new employees is a strategic investment in your organization’s success. By following these steps, you can ensure your employees are well-equipped to excel in their roles, contribute to business growth, and drive overall success.

Michael Willis has 18+ years of experience working with accounting & sports organizations and has managed P&Ls of $10M – $125M+ with budgets of $3M-$50M+. He worked for the NFL for 22 1/2 years, mainly with the game officials working on the financial/accounting side of the business.

Ana Smith, Leadership Development & Learning Strategist

Woman trains new employees at work

Crafting an effective training program for new employees is key for retaining talent. In today’s dynamic workplace, ensuring that your team is well-prepared from day one is crucial for their success and your organization’s growth. A well-structured training program not only accelerates the onboarding process but also sets the stage for long-term productivity and job satisfaction. In this blog post, we will walk you through the essential steps to create an effective training program that empowers your new hires to thrive.

1. Define Your Objectives

Before you can start building a training program, it’s essential to clearly define your objectives. Ask yourself:

What specific skills and knowledge do new employees need to excel in their roles?
What are the key performance indicators (KPIs) that will indicate a successful onboarding process?
How will this training program align with the company’s goals and values?

Defining these objectives will serve as a roadmap for designing your training program.

2. Identify Target Audiences

Not all employees have the same needs or roles within your organization. Segment your new hires based on their job functions, experience levels, and backgrounds. This allows you to tailor the training content and delivery methods to meet each group’s unique requirements. For example, a salesperson’s training will differ significantly from that of a software developer.

3. Create an Engaging Curriculum

Once you know your objectives and your audience, it’s time to develop the curriculum. Here’s how:

Determine Learning Outcomes: Clearly outline what employees should know or be able to do after completing the training program.
Content Creation: Design the content around these learning outcomes. Use a mix of formats such as videos, written materials, interactive modules, and hands-on exercises to keep the training engaging.
Sequencing: Arrange the content logically, starting with foundational concepts and gradually moving to more complex topics.
Assessment: Include assessments, quizzes, or assignments to evaluate employees’ understanding and progress.

4. Choose the Right Delivery Methods

Consider the most effective methods for delivering your training content:

Instructor-Led Training (ILT): Ideal for hands-on or complex training, ILT involves a live instructor leading a class.
E-Learning: This method includes web-based training, videos, and interactive modules that employees can complete at their own pace.
On-the-Job Training (OJT): For roles that require practical skills, OJT involves new employees shadowing experienced colleagues.
Blended Learning: Combines multiple delivery methods for a holistic learning experience.

Select the methods that align with your objectives and audience needs.

5. Develop Training Materials

Create or curate the training materials. Ensure that they are well-organized, up to date, and easily accessible to employees. Consistency in formatting and style will enhance clarity and usability.

6. Establish a Training Schedule

Determine the timeline for the training program. Will it be a one-week intensive program or a longer, phased approach? Communicate this schedule to your new employees so they can plan accordingly.

7. Training Delivery and Evaluation

Now, it’s time to roll out your training program. During this phase:

Training Delivery: Ensure that trainers are well-prepared and engaging. Make resources available for self-paced learning if applicable.
Feedback Mechanism: Collect feedback from both trainers and trainees to continuously improve the program.
Regular Assessments: Evaluate the effectiveness of the training program at predetermined intervals.

8. Monitor Progress and Adjust

Keep a close eye on your new employees’ progress as they complete the training program. Adjust the program as needed to address any identified gaps or areas of improvement.

9. Gradual Integration

After completing the training, facilitate a smooth transition into employees’ regular roles. Continue to offer support and mentorship as they apply their newfound knowledge and skills.

10. Continuous Learning Culture

Encourage a culture of continuous learning within your organization. Provide ongoing training opportunities and resources to help employees grow in their roles and stay up to date with industry trends.

In conclusion, developing a training program for new employees is a strategic investment that pays off in the long run. It not only equips your team with the skills they need but also fosters a sense of belonging and commitment to your organization. By following these steps and remaining adaptable to changing needs, you can create a training program that sets your employees up for success and helps your company thrive in today’s competitive landscape.

Ana Smith helps people & organizations achieve their full talent potential by developing and co-creating people strategies and customized solutions, and turning them into impactful outcomes and collaborative relationships, using coaching as the “red thread.”

Lisa Perry, Global Marketing Executive

Man trains a new employee at work

I’ve had the privilege of experiencing one truly exceptional onboarding and new-hire training program in my career. It began with my future boss’s welcoming email, excitement about my upcoming start, and her eagerness to have me join the team. Little did I know that this was just the beginning of an onboarding journey that would set the gold standard for welcoming new employees.

My first day was unlike any other. The office felt inviting, adorned with a beautiful plant, and a fun gift basket with company-branded goodies awaited me. My desk was thoughtfully arranged with everything I needed, from a computer to supplies. This warm reception left a lasting impression, marking the start of a well-structured process designed for my success.

The onboarding experience continued seamlessly with a structured two-day training program. I immersed myself in the company’s culture, completed HR paperwork, and became familiar with essential organizational guidelines and processes. This comprehensive introduction laid a strong foundation for my journey with the company.

What truly made this onboarding exceptional was the people. My boss, who had sent that initial email, became my guide. She introduced me to the marketing team, fostering connections from day one. My journey continued with department visits, introductions to key stakeholders, and active participation in meetings and ongoing projects.

Reflecting on this extraordinary onboarding experience, it becomes evident why it left such an indelible mark. I felt genuinely welcomed and valued when I walked through the door. This positive and inclusive start set the stage for my confidence and subsequent success in my new role.

Here are five key strategies for developing a new hire training plan that goes beyond the basics, ensuring that new employees feel welcomed and equipped with the tools and knowledge needed to thrive:

Set Expectations: Begin by defining the role and expectations from day one. A well-crafted job description and initial discussions with new employees about their responsibilities, goals, and 30-day expectations will help them understand their role.
Introductions: Facilitate meaningful introductions to colleagues, teams, and key stakeholders. Organize team-building activities or events to help new hires forge connections, feel part of the team, and know who to contact. Highlight the importance of collaboration within the organization. Assign a mentor or buddy to help them navigate their initial days.
Onboarding: Make the first few days memorable. Welcome new employees with a warm and organized orientation process. From administrative tasks such as filling out forms, setting up email accounts, and arranging direct deposit for paychecks, as well as the opportunity to immerse oneself in the companyâs mission, vision, goals, culture, policies, and best workplace practices. This multifaceted approach ensures that new employees not only complete essential paperwork but also gain a deeper understanding of the organization.
Training: Develop a structured training program that covers essential job skills, equipment usage, information access guidance, job shadowing, performance standards, and company processes. Offer in-person, online, and hands-on training to accommodate different learning styles. Encourage questions and feedback throughout the training process.
Support System: Establish a strong support system for new employees. Encourage regular check-ins between managers and their team members to address questions and concerns. Create an open-door policy to foster open communication. Provide employees with readily accessible resources for ongoing inquiries.

By implementing these strategies, you can create an onboarding and training program that welcomes new hires and empowers them to excel within your organization. If you found this helpful, I invite you to explore my book How to Develop a Brand Strategy and insightful brand marketing articles.

Lisa Perry helps companies drive revenue by using consumer trends, insights, and data analytics to innovate their approach to marketing.

How do you successfully train new employees? Join the conversation inside Work It Daily’s Executive Program.

Published May 16, 2022

Exactly how Online Classes Can Assist International Students

The idea surrounding traditional education offers drastically changed over period. Unlike before, physical existence in the classroom atmosphere isn’t the only finding out method, because of advancing systems and increased access that will the internet. The previous pandemic also forced many schools to change from real classes to virtual/online instructional classes. Currently, students across your globe can access […]

The post How Classes online Can Help International Learners appeared 1st on Jobacle. com .