The New Strategic Onboarding Process

Onboarding is an important aspect of the employment process that has been often ignored. Overlooked onboarding results in high turnover costs, totaling up to 30 to 50 percent of an employee's first-year pay. To decrease this turnover and its associated high costs, this paper proposes the implementation of a highly strategic onboarding process. This process has a strategic focus, SMART goals, integrates multiple offices and people, and addresses all new employee needs with two considerations, generational and technological advances. An employee stays continuously and actively engaged, with vested interest in success, maximizing engagement and retention. The process focuses on constant and continuous feedback from all stakeholders. The project is a practical guide for implementing a new strategically focused onboarding process.

Hiring Manager Training for Strategically Selecting the Best Human Capital

The selection process is arguably the most important part of the employee life cycle in an organization, but a process often underdeveloped in many organizations. Successful selection processes can put the right people into critical positions, whereas failure to focus on selection can result in poor performance, turnover, and loss of productivity critical to the continuing success of organizations. This paper creates a model for a hiring manager training that focuses on a strategic selection process to maximize chances for successful hires. Utilizing leadership and selection models, human resources can engage hiring managers in a strategic applicant selection process as well as give tools for screening, interviewing, and selecting the best candidates for employment throughout all levels of their organization.

Managing Layoff Survivors

‰Û÷Survivor syndrome' or negative consequences of a layoff on survivors is the key reason why layoffs fail. This Capstone Project draws on downsizing-related research and proposes a customizable plan to revitalize the surviving workforce after a downsizing initiative. The plan divides downsizing-related interventions into three phases: pre-downsizing, day of the announcement, and post-downsizing. Key elements of this plan include linking the plan to a revised vision, detailed planning of the process, open, two-way communication systems, employee involvement in all stages of the process, respectable treatment of departing employees, plans to support survivors, training frontline managers, and implementing a top talent retention strategy. The Capstone also addresses roles and responsibilities of leaders, HR professionals, and managers in the survivor management process.