Building Effective New Employee Programs

1
Building Effective New Employee Programs

• Training Directors Forum - 2006
• Presented on June 12-13 (Table 8)
• Sandra Morris, vice president
• Learning Employee Development

2
AGENDA

• Corporate Overview Brief History
• The Challenge
• The Solution
• The Results
• Design/Process
• Content
• Jumpstart! Website
• Critical Success Factors
• Points to Consider
• Q A

3
Corporate Overview

• Established as GMACCM in November, 1994
• Incorporated as Capmark Financial Group Inc. in
  March 2006
• Headquartered in Horsham, PA
• Servicing Portfolio of more than 285 billion in
  assets
• Close to 3,000 employees globally
• More than 100 locations in US, Europe and Asia

4
The Challenge

• More than 100 locations geographically
  distributed
• 8 different HR regions
• 8 different versions of New Hire Orientation
  (NEO) training delivered
• Lack of consistency of process
• NEO training was hard to manage
• Some employees fell through the cracks

5
The Solution

• One uniform New Hire Orientation program for all
  employees developed in-house
• Deliver weekly NEO sessions to all regions
• Co-presented by HR/Training teams
• Tracking mechanism to ensure all new hires
  complete all necessary training
• Blended Learning approach (classroom and
  self-study)

6
The Results

• Employees receive consistent information
• Reduced learning curve (all training completed
  over 6-weeks)
• Critical policies and procedures are communicated
  to all employees
• Hiring managers are better informed of NEO
  process
• Consistency in NEO processes (facilities,
  technology, security, recruitment)

7
The Design/Process

• Formed NEO Task Team
• Started with PowerPoint Presentations
• Shared Responsibilities (HR, Facilities,
  Security,
• Used Content Management software to organize
  content
• WebEx used to deploy to all US employees
• Jumpstart! Website (a 6-week self-study program)

8
Content

• Part 2 (Jumpstart!) 6-week self-study program
• Navigates employees and managers through critical
  tasks, required training, and key resources
• Email triggers tracking components
• Employee evaluations identify areas for
  continuous improvement

• Blended Learning Approach (Instructor-led and
  self-study)
• Part 1 2- hour Presentation delivered via WebEx
  technology
• Corporate overview, technology HR policies and
  benefits
• Deployment across the enterprise

9
Jumpstart! Website
10
Jumpstart! Website
11
Jumpstart! Website
12
Jumpstart! Website
13
Jumpstart! Website
14
Jumpstart! Website
15
Jumpstart! Website
16
Jumpstart! Website
17
Critical Success Factors

• Established program objectives
• Formed Task Team Strategic Partners
• Shared Responsibilities (HR, Training,
  Recruitment, Facilities, Security and Hiring
  managers)
• Effective Communication Strategy
  (RecruitmentgtOffer lettergtHiring
  managersgtFacilitiesgtSecuritygtPresenters)
• Good Follow-through - stay in touch with new
  hires immediately after training to offer
  additional assistance
• Evaluations - email triggered notice (manual)
• Manageable Content - quick access to make updates
  and changes (low cost)

18
Points to Consider

• Program design should be based on company size
  number of locations
• Training Resources available
• Determine Content - most time consuming
• Task Team Formation - the parties involved should
  include facilitators and HR subject matter
  experts
• Conduct several dry-run presentations to ensure
  consistency and program cohesion
• Train-the-Trainer for all presenters
• Program evaluations
• Educate all parties on NEO process

19
Questions

• For additional questions, please contact Sandra
  Morris at 215-328-1922 or sandra.morris_at_capmark.co
  m.