Human Resource Strategies For Commercial On-boarding

STUDY OVERVIEW
BENCHMARK CLASS
STUDY SNAPSHOT
KEY FINDINGS
VIEW TOC AND LIST OF EXHIBITS

Organizations rely on effective on-boarding programs to help new hires quickly become productive employees. Initial training programs are seen as a fertile time for planting the seeds of employee engagement and retention, although those elements are often under-emphasized. Likewise, many companies struggle to effectively measure the success of their on-boarding programs.

One of the largest expenses in regards to launching a new product can often be bringing on additional staff in the commercial organization and providing comprehensive training. Revenue growth expectations are at an all-time high, but training budgets are often left the same or even cut. To address this problem, Best Practices, LLC conducted research to assess how world-class companies optimize their Commercial On-boarding training and development in a way that is cost-conscious but can support the aggressive goals of the organization.

Training and development executives can use this study to develop a high-performing on-boarding system that targets speed to productivity, employee engagement and long-term retention of top performers.

Industries Profiled:
Pharmaceutical; Manufacturing; Biotech; Consumer Products; Diagnostic; Medical Device; Medical; Health Care; Service; Financial Services; Professional Services; Computers; Computer Software; Utilities; Telecommunications; Construction; Engineering; Orthopaedics; Technology; Consulting; Shipping; Logistics; Aerospace; Defense; Research; Automobile; Science

Companies Profiled:
Bayer; Bayer Crop Science; Biogen; TSPMG; Abbott; ASEC; Pfizer; Omni; Toyota Financial Services; Aerotek; SAS; URS; Stiefel; Tornier; Boehringer Ingelheim; ArcelorMittal; Watson Pharmaceuticals; Graham Packaging Compay Inc; Genzyme; UPS; Raytheon; CareFusion; General Dynamics; Astellas; MultiCare Health System; Avaya; LexisNexis; Johnson Controls; Bosch; Ortho-Clinical Diagnostics; Thermo Fisher Scientific; Hypertherm; Johnson & Johnson; GE Healthcare

Study Snapshot

The report is based on the insights of 33 Training and Development leaders with On-boarding responsibilities from 33 national and global organizations. The data has been segmented to show the perspective of BioPharma/Device Companies compared with the Total Benchmark Class. In addition, selected executives provided qualitative insights through deep-dive interviews and “lessons learned” observations.

Key areas of focus will include looking at:

* New Technologies Impacting Training
* Outsourcing Training activities
* Cost Saving Strategies
* Timing and Duration of Training
* Location and Training- Implementing more distance education

Key Findings

Most On-boarding Programs Last a Week or More: The initial on-boarding program for more than 60 percent of Pharma/Device segment consists of a week or more (18 percent do one week, 45 percent do more than a week). A majority of all participants have programs that go a week or more.

Live Classroom Viewed as Best Venue for Most On-boarding Topics: A majority of the Pharma/Device segment preferred a live classroom venue for five of the10 training topics listed. A majority of all study participants preferred live classrooms for nine of the 10 training topics.

On-boarding Programs Lack Sufficient Performance Measurement: Sixty percent of both segments measure the performance of their on-boarding program via a post-training interview with new hires. That performance measurement tactic was the only one used by a majority of both segments.

Table of Contents

•Project Overview, p. 2
•Universe Of Learning For This On-Boarding Benchmark Analysis, p. 5
•Key Benchmark Findings & Observations, p. 9
•Benchmark Participant Demographics, p. 26
•On-Boarding Program Structure and Scope, p. 29
•Engaging Employees Quickly & Effectively: Critical On-Boarding Program Elements, p. 40
•Creating High “Set Points” for Productivity, Positive Attitude & Loyalty: Key Program Objectives, p. 48
•Training on Technology, Mentor Systems & Managing Peak Hire Periods: Other Critical Success Factors, p. 61
•Technology Platforms & Applications That Are The Cornerstones of On-Boarding Success, p. 67
•Understanding Company Culture, Values & Strategy: The Importance of “Soft” Factors To Success, p. 74
•On-Boarding Pitfalls, Lessons Learned & Best Practices, p. 80
•About Best Practices, p. 85�

List of Charts & Exhibits

The primary and secondary goals of on-boarding program
How are new hire progress/performance measured during the on-boarding process
How is the success of an on-boarding program measured
What three things can a company do during the on-boarding process to positively influence retention
What program elements are important to the overall success of an on-boarding program
Approaches to deal with increased volume of new hires in training programs
Managing on-boarding process in the company
Types of employees included in the on-boarding activities
Engagement of new employees in the on-boarding process
Numbers of days of initial on-boarding program provide to a new employee
on-boarding staff continue to engage with new employees after the initial training/socialization program ends
Activities accomplish one day before to help ensure on-boarding success and early employee engagement
Factors to create a positive and memorable first impression of the on-boarding event for attendees
Percentage of on-boarding uses from various methods
Platforms Used for Technology Training During on-boarding
Technology Platforms Used for Distance Learning
Duration of Introduction of Company's Technology and Systems
Most Important Technology Applications Employees Trained On
Factors Most Important to Introducing a Company and its Culture
Factors Most Important to Helping New Employees Understand What Job Success Is

Commercial On-Boarding Excellence:�Bringing New Employees Up To Productivity�Quickly and Effectively

ID: PHR-213

Features:

Pages: 87

Published: Pre-2019

Delivery Format: Shipped

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