Mentoring and Its Impact on Retention

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Mentoring and Its Impact on Retention

• Amy Hodous, Human Resources Generalist
• April 16, 2008

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Expectations

• Overview
• Hyland Software summary
• Mentoring Program
• Philosophies, objectives, processes, and results
• Fostering better mentoring relationships
• Common challenges and solutions
• Resources
• New Program Initiatives
• Results
• Recruiting and on-boarding
• Engagement
• Retention
• Increase in productivity

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Hyland Software Snapshot

• Purpose
• To enable organizations to operate more
  efficiently and effectively
• Leadership
• 7,000 customers in 25 countries
• Addressing needs of both the enterprise
  mid-market
• Serving customers through OnBase Solution
  Providers
• Product
• OnBase Enterprise Content Management (ECM)
  solution
• Integrated, scalable, open, configurable product
• Mission-critical applications driving ROI
• Solutions Focus
• Financial Services, Public Sector (State and
  Local governments), Healthcare, Insurance, Higher
  Education
• Vertical-specific product offerings
• Culture
• Unique corporate culture serving 700 employees
• Customer-service focus
• Employee-development focus

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Employee Growth
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Employee Growth

• Positive employee growth is a result of Hylands
  commitment to valuing people employees,
  partners, and customers combined with a strong
  product.

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Hyland Software Core Values

• We conduct ourselves with honesty, integrity, and
  fairness in our relationships with our partners,
  customers, employees, and shareholders
• We deliver configurable business solutions that
  are intuitive to use.
• Our customers are our partners.
• Our employees are our family.
• We are motivated people passionately dedicated to
  the success of the company.

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Persistent Company Goals

• Create a great company for all employees,
  customers, shareholders, and the community
• Be a shining example of great customer service

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Cost of Turnover

• Annual Revenue per Employee 100,000
• Contribution per day 400
• Average time to fill 35 days
• Cost of vacancy 14,000
• Cost per hire 2,000
• Average impact of turnover 16,000
• 500 person, 15 turnover (75) 1,200,000
• Reduce by 15 (20) gt Saves gt 240,000
• Information courtesy of Finance and Accounting
  for the Non-Financial Professional, ERC, 2005

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Mentoring Program

• Philosophies
• New hires (mentees) are additions to our FAMILY.
• Mentors are expected to conduct themselves with
  HONESTY, INTEGRITY, and FAIRNESS.
• Mentors are PASSIONATELY dedicated to the success
  of the company.
• Objectives
• To introduce mentees to Hyland Software and help
  familiarize them with departments, internal
  processes, culture, and corporate goals.
• Mentors also offer support and guidance to
  mentees during their first 90 days at Hyland.

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Mentoring Program

• Program Process
• Mentors visit with mentees by the end of his/her
  first week at Hyland and provide support during
  his/her training period.
• Mentors can begin scheduling lunches and building
  rapport with mentees during the new employees
  training period.
• Mentors will attend new employees presentations
  during the training period, as well as offer a
  critique of the presentations.
• Mentors will have regular communication with
  their mentee

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Mentoring Program

• Around Hyland Software, Inc. in 90 Days
• Each mentee travels on a journey around Hyland
• Complete a passport
• Gain cross-departmental knowledge
• Meet with VPs and managers throughout the
  organization
• Both mentees and mentors are notified to complete
  a survey after the 90-day period.
• Mentees can nominate their mentors for the Travel
  Guide of the Year award, which is announced at
  the annual meeting.

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Fostering Better Mentoring Relationships

• Mentees appreciate from their mentors
• Listening
• Genuine interest in the mentee
• Committed to the Mentoring Program
• Availability, willingness to answer questions,
  speed of reply
• Knowledge-sharing

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Fostering Better Mentoring Relationships

• Mentees appreciate from their mentors
• Build the confidence of the mentee
• Being invited to meetings
• Critique of presentations
• Receive reading materials
• Have regular meetings to discuss the mentees
  role, accomplishments, and goals

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Management/Employee Buy-in

• Accountability
• Incorporated in performance plans and reviews
• For example, for the mentee, Name three elements
  of your role that your mentor discussed with you
  and how this assisted you in completing your
  responsibilities better.
• For example, for the mentor, Provide a goal you
  helped your mentee develop for themselves and the
  assistance you gave to the mentee to help them as
  they worked towards that goal.

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Management/Employee Buy-in

• Accountability
• Provide an appropriate level of structure, for
  example
• Mentors should plan lunch with their mentee once
  per month for the first three months
• During the Passport Program, mentors should meet
  with their mentee twice per month to make sure
  he/she is making progress and can meet the goal.
• Define what the role of a mentor is and is NOT,
  for the mentor
• For mentees, define what the role of a mentor is,
  encourage them to ask questions, share ideas, and
  be open to suggestions

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Management/Employee Buy-in

• Supported by Core Values
• To be successful, the Mentoring Program needs to
  be supported by the entire organization
• Over time, build support for the program through
  roll-out, resources, and program expectations,
  and the momentum will continue for mentors and
  mentees

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Resources

• Mentor Application
• Why the employee is applying to be a mentor
• Employees mentor qualities
• Employees job description
• Manager and HR comments
• Mentor Assignment Form
• Used as a communication tool to inform a mentor
  who their mentee will be
• HR Comments Ask the mentor if they accept the
  assignment
• Mentor Comments Respond to HR
• Mentee Survey
• Mentor Survey

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Resources

• Travel Guide Award Nomination
• Mentor qualities
• Mentor responsiveness to needs
• Activities/meetings participated in
• Mentor question answering
• Fun events/activities
• Additional thoughts
• Mentor Program Guide
• Philosophies
• Purpose
• Mentor responsibilities
• Interaction process
• Evaluations
• Travel Guide Award

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Resources

• Travel Tips for Mentors
• Mentor role defined
• Program gains
• Coaching
• Roadblocks
• Topics for discussion
• Travel Tips for Mentees
• Mentor role defined
• Program gains
• Maximizing your relationship
• Topics for discussion

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Resources

• General Itinerary for New Hires
• To be used during the Passport Program
• Provides questions new hires obtain answers to
  during each of the passport meetings

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Results

• Engaging employees at the beginning of their
  employment experience
• Allow new hires to hit the ground running
• Create personal ties to help foster retention
• Initiates relationships between upper management
  and employees and understanding of departmental
  roles and functions

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Other Ideas

• Roundtable lunches with different members of
  management team or peers
• Opportunity for new employees to work as a team
  and conduct presentation for managers or peers

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New Program Initiatives

• Ambassador Program
• A member of the new hires department hosts them
  in the department for an hour on their first day
  of employment.
• Management Passport
• Newly promoted managers meet with VPs to discuss
  the role their team plays within Hyland and
  management philosophies
• Intern Passport
• Interns complete the Passport program in a
  roundtable style

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New Program Initiatives

• Pathway to Presentations
• This training was developed to educate presenters
  on creating powerful and educational
  presentations that are consistent throughout the
  organization
• Consists of a series of four workshops
• Employees participating in this program have the
  option of being paired with a mentor who will
  provide feedback, suggestions, and examples.
• Mentees and mentors follow specific checkpoints
  for meetings and critiques to ensure the mentees
  final presentation has been perfected.

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• Questions or Comments?

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HYLAND SOFTWARE

• Thank you