Hiring and Onboarding
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Presented to the London attendees of Next Jump Leadership Academy - January 2018
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Hiring and Onboarding
- 1. Hiring & Onboarding (PLB) Graham Laming glaming@nextjump.com Miranda Lin milin@nextjump.com Rosey Burchell rburchell@nextjump.com
- 2. 2 TOP TWO INVESTMENTS in Building a Great Culture HIRING Adoption 2 ENVIRONMENT Family 1
- 3. 3 AVERAGE TENURE AT NEXT JUMP
- 4. 4 LEADERSHIP TEAM – 70% Super Saturday Recruits
- 6. 6 HIRING TODAY We’re not interviewing you for who you are today, but who you can become. DEMONSTRATED CONFIDENCE (GRIT) DEMONSTRATED HUMILITY
- 7. 7 HIRING what we learned, start with right mindset STUDENT Mindset: HUMILITY EXPERT GRATEFUL ENTITLED RESPONSIBLE INVESTMENT IN LOSS VICTIM KNOW-IT-ALL
- 8. 8 RECENT CHALLENGES AND ITERATIONS 1. Standard interviews don’t work Interviews are easy to LHF (questions are public) 2. How to screen for “Coachability” Ability to take and ACT upon feedback
- 9. 9 HOW WE ARE EXPERIMENTING – TEAM CHALLENGE 1. Team Challenge 2. Feedback in Feedback app 3. Repeat the team challenge 4. Reflection interview
- 10. 10 1. Process reflects your culture 2. Deliberately inject stress into the process 3. Removing biases TOP 3 LEARNINGS – TEAM CHALLENGE
- 11. 11 SUPER SATURDAY: Real Time Data & Analytics
- 12. 12 SUPER SATURDAY: Deliberation, Feedback Everyone has a voice
- 13. 13 HIRING: Key Takeaways START WITH GROWTH MINDSET / HUMILITY RIGHT: STUDENT MINDSET = GRATEFUL, RESPONSIBLE, GROWING WRONG: EXPERT MINDSET = ENTITLED, VICTIM, KNOW-IT-ALL RECRUITING SYSTEM GET MANY DATA POINTS RATED BY EVERYONE REDUCE ABILITY FOR ONE PERSON TO MAKE FINAL DECISION 2-WAY STREET: GET TO KNOW THEM, LET THEM GET TO KNOW YOU GET TO KNOW THE TRUE PERSON INJECT STRESS OBSERVE WHAT YOU WANT TO SCREEN FOR
- 15. 15 Importance of getting onboarding right • 86% of new hires look for a new job within their first six months on the job (among Millennials, that percentage is higher… and it happens earlier) • 23% of new hires turn over before their 1yr anniversary • New employees are 70% more likely to stay 3+ years if they have a positive onboarding experience • It typically takes 8 months for a newly hired employee to reach full productivity Source: MIT Sloan
- 16. 16 Importance of getting onboarding right TEAM MISSION
- 17. 17 THREE LESSONS LEARNED: how we used to run 1. Lectures about Next Jump values and business 2. Prioritized skills development 3. The process lacked stress
- 18. My PLB Journey Rosey Burchell TP - Jack, Coach - Yvonne
- 19. My Backhand I don’t love myself enough so I assume others won’t either
- 20. “ The origins of my backhand My Mother My Sister
- 21. Why I want to do something about it
- 22. Why I want to do something about it Personal: A good friend, daughter, sister and girlfriend Professional: A good leader of a team Vx Rosey
- 23. My Practices TP Relationship Sharing my narratives and being candid Exposing myself to feedback & being vulnerable Making decisions and being quick & scrappy Wednesday Morning Updates Recruitment Building my self-esteem Celebrating my successes
- 24. “ Upgrading my practices I have gained confidence in being vulnerable & sharing my point of view.
- 26. Going forward Declaring & delivering Be bolder & risker in recruitment Take on new roles and challenges Continuing to learn to love myself for who I am
- 27. Thank you for listening! Questions & Feedback?
- 28. 28 1) Doing the job - CXT 2) Ownership mindset – PLB project 3) Personal development – awareness and environment PLB development areas
- 29. 29 We start every Next Jumper in our Customer Experience Team PLB: THE PROGRAMME GraduateFeedback 3 wk checkpoints Stress PLB Project Do the job CXT Environment (TP, SW) Practice plan
- 31. 31 “What makes Next Jump different is we want to look at the true person. We spend some time to know who you are. We look at your strengths AND at your weaknesses. Let us fix the weaknesses so we can eventually build on strengths.” -Dr. Peter Gorman New approach: you is you
- 32. 32 PLB: Key Takeaways UNDERSTAND THE WHOLE PERSON CARE ABOUT IMPROVING YOU AS A PERSON AS PRIMARY PURPOSE INJECT STRESS STRESS BRINGS OUT TRUTH / IMPEDIMENTS FEEDBACK ENVIRONMENT MORE EFFECTIVE FROM PEERS THAN ONLY SENIOR LEADERS CEREMONIAL “GRADUATION” INJECT PRIDE IN BECOMING A NEXT JUMPER
Notes de l'éditeur
- Hiring is adoption – not looking to hire for a position, but we look to hire the right person
- Looking for traits that show your potential – who you can become through growth
- Why we need to change was because our process doesn’t allow us to screen for ‘coachability’ – the ability for someone to take and act upon the feedback and observe that in real time. Secondly, we wanted to test the thesis that standard interviews don’t work. What we’ve found is that interviews are easy to LHF through. Questions may be public and you can prepare for answers before, so it’s difficult to know who’s genuine.
- When we reviewed our current recruiting process, we realised we are not giving candidates an opportunity to show how they adapt to feedback in real time. This is why we have introduced 4 ingredients: ask them to do a team challenge, give them a tonne of feedback, ask them to do the challenge again, followed by a reflection interview. We’re screening for coachability.
- Quantity & quality of feedback in the AM Half-time Reflection interview
- -Give you context on Next Jump’s onboarding program – Personal Leadership Bootcamp, or PLB
- -#s are suggesting that onboarding may be most critical time in an employee’s life cycle at a company To take a step back from Next Jump specifically…. -show these metrics because I think it’s important to acknowledge that building an onboarding program is hard -Ineffective onboarding = systematic challenge across all industries -Not easy to make an employee’s first few months welcoming, stimulating, productive … one that has long lasting impact on their engagement, performance and retention
- The biggest learnings WE’VE adopted from the military is the importance of getting the team right first before going after the larger mission. -We feel we have a big mission to change workplace culture; need to get the individuals on the team right is crucial -Big importance for us to invest heavily in onboarding program to get the team right -What I mean by get the TEAM right = get the environment for each individual setup the right way… TP, SW, feedback, ID weaknesses and potential… that’s what we’re trying to get at in PLB
- Over the years the three biggest learning we have made in onboarding focused around three themes: Doing vs. showing; (2) The importance of character development, and; (3) Injecting stress Doing v. showing – used to invest heavily in onboarding presentations from senior management / lectures… now, thrown into fire on CXT and exercises focused to work on yourself (will elaborate more shortly) to gain knowledge and experience much more quickly Skill dev – most companies focus solely on skills training for onboarding; we did for many years… but found that focusing on emotional training and character development – ID weaknesses and strengths – is much more important and effective Stress– found introducing stress into the enviro ESPECIALLY EARLY ON is very important… new hires traditionally start off with minimal workload, no stress, ease into it… may take a year before they get a big project, stress hits, challenges surface -we believe the sooner you can inject stress, sooner these challenges bubble up and sooner you can help them learn to handle -***even if you think about it from the perspective of a manager – wouldn’t you rather know someones impediments and where they’ll struggle early on vs. a year down the line, how helpful that could be
- Hi I’m rosey, I’ve been at Next jump for five months now. I’ll be sharing with you my personal experience of the onboarding process – Overal, It hasn’t been easy, its been challenging at times, but deeply rewarding. I’ve learnt so much about myself, who I am, who I want to be – and how I am going to get there. So for context, a little bit more about me, I’m from Shropshire where I grew up with my mom, dad and sister. I studied civil engineering at the university of Southampton and here at Next Jump I’m in the Customer Experience team and on the culture side in the recruitment team.
- So my backhand started off as the fear of judgement, but that was really just the symptom - when I dove deeper into why I scared of judgemtn. I realised it was because I don’t love myself enough, and always judge myself negatively so I assume others will judge me that way too. I create narratives in my head around situations and conversations where people think the worst of me – and this paralyzes me, makes me second guess everything I do and say if it will upset or annoy people and controls the way I act and speak. This means that I always want to put up a perfect façade, and developed this brand of someone that gets stuff done, always does well and is someone people can rely on. My boyfriend jokingly called me reliable rosey. I always see the best in people (or as others would say, make excuses when they let me down)
- I think the origins of this are twofold – my mother has always been my role model, she is the breadwinner of the family, super hard working, high achiever, always calm, in c ontrol and ‘perfect’ – and I think I’ve tried to emulate that growing up. And my elder sister, she suffers from depression and anxiety, and at the age of 14, when I was nine, my sister tried to commit suicide. I remember seeing my parents distraught and I promised myself I would never do anything that would upset them/put them under such strain – made me want to be self-sufficient/and not a burden.
- Having spoken to my mum about this more recently, I know she is a super anxious person, who in the pursuit of this perfect façade has emotionally bottled which has affected her physically and mentally. The pursuit of perfect is futile. How is my backhand holding me back from being the person that I want to be: Not letting people know the real me – always holding up a façade, and saying ‘I’m fine’. By leading with vulnerability, I can help others. Being candid – not scared to share those uncomfortable truths Being comfortable with not pleasing everyone & making those hard decisions – its not my job to please others, I need to be happy with others being annoyed at me and my decisions Having confidence in myself – If I don’t have faith in myself, why would others?
- Having spoken to my mum about this more recently, I know she is a super anxious person, who in the pursuit of this perfect façade has emotionally bottled which has affected her physically and mentally. The pursuit of perfect is futile. How is my backhand holding me back from being the person that I want to be: Not letting people know the real me – always holding up a façade, and saying ‘I’m fine’. By leading with vulnerability, I can help others. Being candid – not scared to share those uncomfortable truths Being comfortable with not pleasing everyone & making those hard decisions – its not my job to please others, I need to be happy with others being annoyed at me and my decisions Having confidence in myself – If I don’t have faith in myself, why would others?
- Over the past few months I have set up practice grounds where I have deliberately (and consistently) practiced doing those things out of my comfort zone that push me towards being that person I want to be. Tackling my fear of judgement by being judged – office wide updates every Wednesday morning where I share whats on mine and the recruitment team’s minds TP relationship – trusting Jack, being vulnerable and also giving candid feedback & support to Jack to push him & hold him accountable to his practices. Using recruitment as a safe place to practice & make mistakes – sharing my POV, making decisions & being quick and scrappy with my iterations Building my confidence – not judging myself against the ‘perfect’ version of Rosey & then beat myself up when I fall short, but celebrating when I meet milestones on the way to becoming that person I want to be & taking time to look back at where I have come from. Speaking to my boyfriend recently – I asked him if he has noticed any change and he was like yes! I spoke my mind more, more confident and assertive and generally less apologetic for both myself and others - and this was really cool to hear it from someone who knows me so well for four years.
- I am proud of how far I have come, but of course I recognise you can never stop learning and improving. looked back at some of the feedback I have got in the past few weeks & found three key issues I want to attack to use my current practices to push myself out of my comfort zone. I have gotten much more comfortable within sharing both team and personal eggshells & feel well practiced in being vulnerable to the office. BUT I make myself more confident sharing By apologising and over justifying for my opinions – rather than having true confidence in them I take other peoples opinions and ideas for granted – I need to start challenging my assumptions To upgrade my practices and push myself further
- Upgrading the WMM practice to push myself & bring up the issue of NxJers not submitting their interview feedback on time This example in particular was difficult for me – because Graham is the co-lead of the recruitment team, so calling him out to the whole office - Sharing uncomfortable truths which make others look bad (calling individuals out in email & on paper) - Not apologising – but being assertive & Backing my WMM update up with action & following up on feedback - Challenging my assumptions around (1) it being my area of ownership to ensure people submit feedback (2) how I have been ensuring this previously and also office assumptions.
- Declare & deliver To up the stress and push myself to the next level I should put a stake in the ground for what I am going to do so that I can be held accountable Be bolder Be bolder in recruitment, take risks and try new things & use it as a practice ground for decision making & failing Take on new roles and challenges Using my growth and skills I have developed thus far to tackle new roles and challenges that before I would not of been able to do Learning to love me for who I am – my empathy and care and consideration for others is my strength & is something I am proud of. & equipped with my practice grounds, my TP and my Coach – I am excited to see where I will be in next five months!
- In terms of how the program is actually run: -Each new hire starts in CXT, regardless of role hired for… core job is member of CXT, responding to user tickets -Paired with a coach (Recent grad, deliberate) and a TP (in PLB) -recent coach b/c good practice to coach others + hold accountable for their own practices (BM + BY) -then start exploring self awareness… first with feedback from hiring app/SS -Then through emotional training to help get at tendencies and behaviors that come out under stress… TP, SW, feedback from customers, coach, other PLBers… INTRODUCING THEM TO OUR CULTURE OF FBACK -Once they have a sense in terms of the awareness piece, what they want to work on, it’s how to find practice grounds where they can train it and build rituals to help sustain it -During this, we inject stress into environment through CS tickets; daily quote to hit, upped weekly, plus CODE REDs -Each round = 3 weeks; at the end, present to 3 judges. Need unanimous pass to determine if graduate or not, AND TP has to also pass; if both don’t pass, they stay in for another round Average new hire takes 3-4 rounds to pass PLB; roughly 3 months Graduate as TPs = emphasize importance of join decision making skills
- One other piece that we’ve found to be important is the actual graduation ceremony. I mentioned that you need all 3 judges to unanimously pass you + TP for you to graduate – if you do “pass”, the following Monday in front of the entire company you are honored in a ceremony. Your coach says a few short words about their experience with you, the employee comments on their journey and what they’ve learned, and they are then given a jacket with their Initials stiched in and their start year. The entire company then stands to applaud them and officially welcome them into the NxJ family We’ve found that doing the graduation ceremony as a communal experience in front of everyone really helps to recognize the investment they’ve made in working on themselves, but also acknowledging that they are not done yet – in that personal growth is a life long journey. It’s injecting pride into becoming a NxJer. And we’ve seen many emotional, powerful examples of people taking months to pass but finally getting their jacket.
- -Dr. Gorman = one of biggest influencers on the health side… modern heart rate monitor + Optogait -quote sums up what we try to do in PLB – look at true person. -build to help employees get to the core of their true self… the same challenges that surface at work will inevitably surface in other areas of ones life -it’s about understanding them as people and getting them ready for stress of FT role, setup to succeed -We put a big investment and energy into helping our employees grow and develop, working on yourself, that starts in PLB
- So to wrap up, a few quick takeaways: