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AVON – Global On-boarding

AVON – Global On-boarding. The On-boarding Paradox. Cost Impacts. Loss of business knowledge Stalled organizational initiatives Loss of business knowledge Damage to customer (internal/external) relationships Increased opportunity costs Dampened employee moral Loss innovation

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AVON – Global On-boarding

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  1. AVON – Global On-boarding

  2. The On-boarding Paradox

  3. Cost Impacts • Loss of business knowledge • Stalled organizational initiatives • Loss of business knowledge • Damage to customer (internal/external) relationships • Increased opportunity costs • Dampened employee moral • Loss innovation • Loss of diversity of thought

  4. On-boarding Assumptions • Takes time • Requires multiple and diverse resources • Requires multi-stakeholder participation • Requires multiple interventions of meaningful dialog

  5. On- boarding Mobility

  6. Lucid Expatriate Program

  7. Centralized v. Decentralized • Local solution • Support the brand

  8. Process Outcome Goals – Short term • Clarify leadership and performance expectations • Clarify performance short & medium term performance objectives

  9. Process Outcome Goals – Long term • Minimize the possibility of executive derailment • Accelerate the performance results • Accelerate the development of network critical relationship • Accelerate strategic literacy (fiscal, ops, customer external, customer internal). • Create a robust talent pipeline

  10. Definition of Scope • Managers to Jr. VP • Manager - functional to organizational roles • VP – organizational to external roles

  11. Talent Management • Best Practices • Not the employer of choice • Mobility – talent hording

  12. Employee Engagement • HRIII • Part one • Part two

  13. Metrics • Regional • Divisional • Corporate • Strategy alignment • Employee • Peer • Subordinate • Dotted line

  14. Resources

  15. Critical Patht < 90 days outcomes • Develop business acumen specific to role • Learn org. culture • Master the leadership demand • Build critical network relationships

  16. Critical Patht < 90 days Process Interventions • Tools and Process • Coaching and Support • CRM • Manager • Key Stakeholder • Orientation Forms

  17. t < 90 days Process InterventionsCoaching and Support - Outcomes • Critical info about the business • Overview: • Unit financials • Business plan • Key initiatives • Assessment of team’s • Talent • Bio • Employee surveys • Recent presentation • Customers surveys • Regulatory environment • Et cetera

  18. t < 90 days Process InterventionsCoaching and Support – Outcomes cont. • Establish 90 day balanced scored goals • Operations • Financial • Human assets • Customer • Identify barriers • Processes • People • Technology

  19. t < 90 days Process InterventionsCoaching and Support – Outcomes cont. • Coaches • CRM • Senior advisor • Outside the business line • Manager • Peer • Recent hire • Good coach • Something in common with new hire • Good insider

  20. Straight Line Integration interventiont < 30 days • Owner – CRM • Outcomes • facilitate network within team • Open communication • Exchange views • Create mutually beneficial dialog • Become acquainted with • Operating style • Team dynamics

  21. Straight Line Integration interventiont < 30 days • Process • CRM meets w/exec. • Provides overview of objects • Provides overview of mechanics • Identifies exec’s objectives • Meet w/ team understand the groups • Needs • Concerns • Objectives • Return w/responses to ‘the team’/’the new exec.’ • Hold integration intervention

  22. Peer Integration interventiont < 30 days • Process • CRM meets w/exec. • Provides overview of objects • Provides overview of mechanics • Identifies exec’s objectives • Meet w/ peers understand the groups • Needs • Concerns • Objectives • Return w/responses to ‘the peers’/’the new exec.’ • Hold integration intervention

  23. Feedback Channels • Formal • Informal • Source • Customers • Employees • Vendors • Contingent workforce

  24. Biannual Senior executive meeting • CEO • Expectations • Leadership style • Et cetera • Outcomes: • Develop a cohort identity

  25. Key stakeholder mini 360Partners, peers, stakeholders, and direct reports100 < t < 120 days • Outcomes • Receive feedback about on-boarding progress • Operating style • Leadership approach • Cultural fit • Unearth potential peer disconnects • Further clarify expectations • Gives a voice to stakeholders • Provides operational insight not readily seen by new exec.

  26. Midyear Calibration • Review mini 360’s action plan and progress • Provide leadership benchmark around AVON competencies, behaviors, expectations, et cetera • Leader has the time to make adjustments from mini 360 • Implement same process as mini 360 • Create new action plan • PAF

  27. Annual Performance Eval • Full eval

  28. Key stakeholder mini 360 Cont.100 < t < 120 days • Process • Initial planning session with exec. to review the questions that will be asked (no surprises) • Type • Area • Identify the areas the leader would like feedback about. • Anonymous • Action plan from results

  29. Talent – Supply Chain • Needs assessment • Talent pool • Talent review • Requisition velocity

  30. Who is accountable? • CRM • HR • Manager • Peer

  31. CRM – Candidate Relationship Management • Internally focused CRM (new) • Owns the On-boarding process • Cross external CRM (Customer) to internal • PAF

  32. Who Centralize (or first)? • Strategic Roles • Disproportionate influencers Performance Talent

  33. Gamification?

  34. On-Boarding Mix (example)

  35. Linking On-boarding to Selection

  36. Team On-boarding • Building a cohort

  37. Transactional On-boarding • Email • Tour

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