On-Boarding Experience - NASA's GSFC Office of Human Capital

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On-Boarding Experience - NASA's GSFC Office of Human Capital Powered By Docstoc
					     GSFC/OHCM’s
On-Boarding Experience…




          Pamela Barrett
 Office of Human Capital Management
            April 20, 2009
       Definition

 On-Boarding is a process of integrating
 new employees into an organization and
equipping them to become successful and
              productive.




                                      2
       Challenges
• New employees without computer access,
  work assignments, mentors, and workstations
  on their first day;
• No clear ownership for the on-boarding
  process;
• Lack of metrics and evaluation tools for
  assessing on-boarding experience;
• Multiple badges issued; and
• Lack of trigger points for non-civil servant
  personnel coming to the Center.
                                                 3
      Next Steps
• Implementation of New Employee ‘Bill of
  Rights’ on the first day-
   – Workstation
   – Mentor
   – Computer
   – Work Assignment
   – Badging
   – Follow-up Conversations with New
     Employee (i.e. 6-month and 1-year)
   – Pre-Arrival Preparation
                                            4
             Goals
• Equip new employees with tools, resources, and
  information;
• Enhance the speed in becoming a contributing member
  of our workforce;
• Enhance the experience and belief that they are
  working at a phenomenal place;
• Embed a clear message that our Core Values are key
  to mission success;
• Apprise each with history and the technology
  contributions made to society; and
• Establish key relationships from the onset of their
  careers.
 4/14/2009                                         5
            Outcomes
• Defined, documented, and sustainable on-boarding
  processes and procedures;
• Trained Subject Matter Experts (SMEs) who understand
  the on-boarding processes;
• Established on-boarding infrastructures within the support
  organizations (e.g., OHCM, IT, Security) and Directorates;
• Streamlined on-boarding process;
• Identified roles, responsibilities, and functional ownership;
• Defined on-boarding performance metrics and evaluation
  strategies;
• Identified work assignments and mentors; and
• Provide reasonable accommodations, if needed.
4/14/2009                                                         6
            Approach

• Capitalize on Agency On-Boarding Initiative for
  NASA (OBIN);
• Conduct requirements and stakeholder analysis;
• Document existing on-boarding processes and
  procedures;
• Establish new and/or refine existing processes;
• Communicate new processes; and
• Identify performance metrics and evaluation
  strategy.

4/14/2009                                           7
            Approach
•     Established team with representation from the following
      key stakeholder groups:
            –   OHCM (On-boarding functional owner)
            –   IT (Computer Access)
            –   Security (Badge, Security Clearance, etc.)
            –   Procurement and Contracting Officer Technical Reps
                (Contractors)
            –   Administrative Officers (Key players in directorate on-
                boarding processes)
            –   Supervisors (Work assignment, mentor, computer, and
                workstation)
            –   Education Office (Interns)
            –   EOPO (Interns and reasonable accommodations)
            –   New Employees
4/14/2009                                                             8
          Current State
• A ‘buddy’ is assigned to help the new employee with the first
  days and weeks on the job;
• Talent Acquisition Office, code 113, is asking Supervisors
  during their ‘After Acceptance’ discussion to identify a mentor
  to be available on day one;
• Checklists are being used for both new employees and
  supervisors;
• Redesigned Orientation programs are being provided to
  include Center Leadership, information about organizational
  history, mission/core values;
• Established OHCM ownership and key stakeholders (i.e., IT,
  Security, EOPO, Education) for the on-boarding process; and
• Processes developed and being refined for granting physical
  and IT access to summer interns.
                                                                    9
         Future State
• Revise Supervisory/Employee Checklists with timelines
  of key activities;
• Create a survey tool to assess on-boarding and its
  impact on retention;
• Establish ‘On-boarding Help Desk’;
• Create website with guidance, tools, and resources to
  aid in on-boarding all employees.
• Bring new employees onsite and/or provide remote
  access prior to Entrance on Duty (EoD) date to complete
  fingerprinting and IT Security Training; and
• Establish and maintain contact with new employees prior
  to their first day.
                                                            10
      On-Boarding and the Supervisor

• Identify a mentor for the new employee during the
  ‘After Acceptance’ discussion;
• Acquire systems, computers and tools to ensure the
  new employee is productive on day one;
• Welcome new employees;
• Communicate job responsibilities and assign
  meaningful work;
• Explain and set cultural expectations;
• Discuss career development; and
• Monitor performance and provide formal and
  informal feedback.
                                                  11
  I am welcomed,
therefore I belong!




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