KEY ELEMENTS Content Owner: Jim Warr-JL The most effective way to contribute and develop quickly is to apply what you learn, or "learn as you go." Make sure your on-boarding key elements reflect this approach Assignment Outline You should receive and discuss this outline with your supervisor during your first week It is important you understand how your contributions will be measured and what you need to focus on to be successful ASSIGNMENT OUTLINE Content Owner: Jim Warr-JL INITIAL PROJECT ACTION PLAN Name: _ Time Period: Supervisor: Position/Organization: Manager: Assignment description (definition and history): Project objectives/measures: Milestones: Customers/suppliers (roles and responsibilities): Resources (people, equipment, supplies, systems, etc.): Guidelines (levels of initiative): Development needs: Initial Schedule You should expect to receive a key appointment schedule from your immediate supervisor on or before your start date This schedule should include any introductory meetings and on-boarding activities that are crucial during your first two to three weeks INITIAL SCHEDULE Content Owner: Jim Warr-LJ The schedule below is intended as an example only John Neuhier First Week's Schedule Week of April 10 Monday, 4/10/00 8:30 – 9:00 9:00 – 10:30 10:30 – 11:00 11:00 – 11:15 11:15 – 12:00 12:00 – 1:30 1:30 – 3:30 3:30 – 4:30 Welcome by Manager and Supervisor Meet work group for instructions, tour Security (ID Badge) Human Resources – overview and contacts Admin Processes/Workplace Arrangements Lunch Building Tour; Security Procedures Wrap-up with Supervisor Tuesday, 4/11/00 8:30 – 9:30 9:30 – 10:00 10:00 – 10:30 10:30 – 12:00 12:00 – 1:00 1:00 – 1:30 1:30 – 3:00 3:00 – 3:30 3:30 – 4:30 View Intranet resources at workstation Meeting with Associate Director Intro to contacts/resources outside work group Project Review with Manager, Supervisor Lunch Administrative Reconnect Meeting with Associate Meeting/Introduction to Director Safety Training / Requirements Wednesday, 4/12/00 8:30 – 9:30 9:30 – 10:30 10:30 – 12:30 12:30 – 1:30 1:30 – 4:30 Start - IT Intranet Training Safety Program Function Information Session Lunch with Associate Business / Technology Background Thursday, 4/13/00 8:30 – 9:00 9:00 – 12:00 12:00 – 1:00 1:00 – 2:30 2:30 – 4:00 Friday, 4/14/00 Medical Appointment at Health Services Business / Technology Background (TBD) Welcome Aboard Lunch with New Hire Coordinators Functional Information Session Business / Technology Background 12:00 – 5:00 First week progress meeting with Supervisor, Manager New Employee Checklist This is a list of items broken into categories that as a new employee in Beauty Care you should complete or be sure to have done for you over the next 12 months These items, while not all directly related to your work assignment, are intended to help you organize all parts of your on-boarding Previous new hire experience has shown that completing all of these will help your short and long term performance NEW EMPLOYEE CHECKLIST Content Owner: Jim Warr-JL TASK 1st 1st 6-12 CONTACT Week Month Months Months Your Company: Procter & Gamble Ask your manager for an overview of basic conduct policies and behavior expectations The Worldwide Business Conduct Manual contains a wealth of information for all global employees If you are located in the U.S., enroll in "You and P&G" as soon as possible X X - - Register through RapidLearn Obtain badge and appropriate access X - - - Security Contact Tour the site/request maps (if not provided in arrival booklet) X - - - Supervisor / Facilities Coordinator Learn about appropriate dress and needed safety items X - - - Safety Coordinator Obtain building and workplace safety instructions X - - - Safety Coordinator Access directories, organization charts, distribution lists, etc X - - - Administrative Contact Verify your name has been added to appropriate directories, organization charts, distribution lists, etc - X - - Administrative Contact Verify your workplace has been setup properly and obtain site informational folder X - - - Facilities Coordinator or Administrative Contact Obtain work supplies X X - - - Administrative Contact Physical Site 10 Ensure your communications and electronic equipment (phone, computer, Facilities Coordinator or Administrative Contact printer) are setup and accessible to you 11 Obtain other necessary communication needs as appropriate (i.e T#, e-mail address, mailbox #, voicemail, LAN connection, passwords, etc.) X - - - Director's Administrator / Administrative Contact 12 Learn building rules (access hours, eating areas, parking, sanitation, etc.) X - - - Site Orientation Guide or Supervisor 13 Apply for corporate card, if appropriate X - - - Administrative Contact 14 Apply for corporate long distance card, if appropriate X - - - Administrative Contact 15 Learn your employee # and dept charge number(s) and appropriate use X - - - Administrative Contact 16 Review Business Unit structure and where your organization fits in X X - - Manager and/or 1-up Manager 17 Learn about your organization (history, mission, objectives, goals) X X - - Manager and/or 1-up Manager 18 Learn about other organizations you will be interacting with X X - - Manager 19 Learn how your organization compares with like organizations and businesses X X X - Manager and/or 1-up Manager 20 Answer who are the key customers of your organization and who are the consumers that you serve? X X X - Manager 21 Learn the language (acronyms) X X X X Yellowpages for P&G Cincinnati 22 Obtain a list of local, organizational, and functional acronyms X X - - Supervisor 23 Talk to your managers and associates about communications and cultural norms you see Don't feel compelled to mimic them, only understand them X X X - Luncheons, 1:1's and other socialization activities are often arranged; discuss with your supervisor How Your Organization Works Communications 24 Talk to your supervisors and associates about cultural norms and watch-outs as you communicate with people in other regions and functions Learn what is considered polite, rude, or just good business etiquette X X X - Luncheons, 1:1's (links above) and other socialization activities 25 Learn about effective memo writing - - X - RapidLearn 26 Become a member of ION conferences relevant to you X X - - Supervisor 27 Learn how to effectively use P&G's e-mail system and intranet resources X X - - Start-IT training (see Training Resources) 28 Learn what benefits are available to you and complete necessary paperwork X - - - See Benefits Section 29 Learn about paycheck process and overtime reporting, if applicable X - - - Administrative Contact 30 Get explanation about vacation and holiday policies and how to schedule vacation X - - - Administrative Contact 31 Learn about the Work & Development Plan (W&DP) process - X X - Read Creating Your Present & Future, and discuss W&DP process with your manager Obtain forms from RapidLearn 32 Understand link between your performance and your compensation - X X - Discuss with Manager 33 Be sure to spend time developing your social life after work Life balance provides perspective and fresh ideas on the job X X X X You! (see Community Orientation) 34 Obtain information about training and education opportunities internally and externally X X - - See Learning Resources 35 Talk to your manager and others about career systems and career paths that others have taken - - X X Supervisor, Associates, Peers, Human Resources Compensation & Benefits Your Job & Work Assignments 36 Review SAWs - find out which ones will be most important in your role X X - - Supervisor, Manager and Learning Resources, Rapid Learn 37 Review your assignment outline and description X X - - Supervisor or Manager 38 Develop your work and training plan with your supervisor X X - - Supervisor or Manager 39 How is your role connected to your organization's mission and goals? Does this fit with the your category or GBU objectives? X X - - Manager and/or 1-up Manager 40 Schedule performance reviews with your Manager at months and months - - X X Manager 41 Participate in training for your organization or function - X X X Review what is available with your Manager 42 Learn how to join Communities of Practice and become familiar with their training resources - X X X Learning Resources; your Supervisor 43 Have a join-up meeting with your supervisor Share backgrounds and how you will work together X - - - Supervisor, Creating Your Present And Your Future section 44 Meet with your Associate as soon as possible X - - - Associate 45 Identify people with whom you can have work meals X X - - Associate, your work group 46 You will likely be provided with a list of resources and contacts from your supervisor Find out how quickly you should contact them and what you can expect to learn X X - - Supervisor 47 Arrange join-up meetings with co-workers and contacts X X X - You 48 Create a list of formal and informal contacts who will make up your support network - X X X You 49 Get to know others in your work group and beyond it One way is to attend events whenever possible X X X X You Your Associates at P&G 50 Use the various resources listed as a start to develop peer group contacts X X X - You 51 Access P&G Corporate Diversity intranet site X X - - See Workplace Systems/Procedures 52 Learn about travel policies and procedures via the Travel intranet site X X - - See Workplace Systems/Procedures 53 Learn about security policies and procedures as they apply to you via the Security intranet site X X - - See Workplace Systems/Procedures Training Plan As a new Beauty Care employee, you have responsibility for learning the skills and information necessary for you to be successful in your first assignment and begin developing yourself for a long-term career TRAINING PLAN Content Owner: Jim Warr-JL m As a new Beauty Care employee, you have responsibility for learning the skills and information necessary for you to be successful in your first assignment and begin developing yourself for a long-term career Your supervisor will help you set up your initial formal Training Schedule by identifying immediate training priorities, their timing and learning expectations TRAINING SCHEDULE: YEAR ONE You should complete a training outline similar to the one below using input from your supervisor The format can help you organize your training plan Get qualified; make sure you have learned what you need to your job Focus Area and Specific Needs Training Course / Assignment Contacts When Needed Qualified * * * * * * * * * * * * * * * * * * * * Your training schedule should include the appropriate socialization orientation activities planned by your organization These activities will be intended to help you understand the functional group you work in, your category business and other groups you will interact with Talk to your supervisor about these activities Many organizations have developed specific orientation training for their new hires Discuss with your supervisor what exists for your organization Links to existing programs and materials are provided in the Organization Orientation section As you complete the personal skills and technical training identified in your initial schedule, you will, over time, consider other training for further development Refer to the Learning Resources section for a wide range of training opportunities LEARNING RESOURCES Content Owner: Jim Warr-JL m Basic Skills Development The acronym "SAWS" or Success Actions for Winning" has been used to identify the key skills, abilities, and behaviors that lead to superior performance The RapidLearn web site contains a "SAWS" site that includes an outline of the intent of each behavior, how to assess yourself and how to explore new behaviors to improve Functional Mastery There are several intranet sites with training and resources relevant to your functional area Access these through RapidLearn and select your functional area of interest beside the Mastery heading Discuss with your supervisor what Mastery sites would be of most value Specific Learning Center Courses If you have a specific course or training objective in mind, select the RapidLearn site and use either the RapidLearn Catalog menu to select content area and location or review the specific courses offered at different locations by accessing "Learning Centers Around the Globe" or a specific MDO Campus Creating Your Present & Future The feedback and coaching you receive and how you use it can greatly enhance your ability to achieve results and to personally grow You should expect this feedback and coaching and become comfortable seeking it out as you need it CREATING YOUR PRESENT AND FUTURE Content Owner: Jim Warr-JL m NOTE: The terms "supervisor" and "direct manager" are used interchangeably This section is intended to provide you and your supervisor with an approach and tools that have proven very successful with previous new hires The feedback and coaching steps are intended to be the minimum you receive Your supervisor should get you started by taking responsibility for the outlined steps, but you need to be an active participant and ensure that you are getting what you need Also, over your first couple of years, you will be exposed to various career and personal development tools It will be your responsibility to become familiar with how these tools can be used and to use them in a way that best suits your personal and career development STEP 1: BUILDING YOUR REPORTING RELATIONSHIP AND SETTING EXPECTATIONS The openness of the relationship you have with your supervisor and next level manager will influence the quality of the feedback you get You and your supervisor should take time to get your working relationship off to a good start As with any new relationship, this generally involves the following steps: • knowing each other's background and priorities, • • • understanding what each other values and likes/dislikes, understanding what each of you need to be effective, and understanding how your actions affect each other Simple and specific questions to help with this are outlined at the following intranet site: RapidLearn Strengthening Reporting Relationships You should also discuss the milestones and measures provided in your assignment description to ensure complete understanding As part of this discussion, consider for each major milestone the key tasks, what challenges to overcome, and what help you will need from your supervisors and others STEP 2: FEEDBACK AND PERFORMANCE REVIEWS You should expect feedback and coaching regularly The following is an outline of what you should expect as a minimum You should receive feedback and coaching at other times, as appropriate If the frequency is not meeting your needs, discuss this with your supervisor • Weekly work progress and coaching 1:1's with your direct manager • Assignment reviews and on-boarding discussions that include the one-up manager at one month and three months These discussions are intended to provide early, first-hand exposure of you, your work and your on-boarding progress to line managers other than your supervisor You should expect an informal overall assessment of your results and on-boarding progress • A formal written performance review with your direct manager and your one-up manager at six months Your first formal performance assessment with tour direct manager and the one-up manager occurs at six months The purpose of a sixmonth review is to ensure you have gotten off to a good start (i.e you are meeting expectations and developing as expected) • Formal written performance review and personal development plan at twelve months with one-up manager participation This will include a career interest discussion and longer-term development plan, as well as a 12-month performance assessment Associate Many organizations assign an associate (sometimes referred to as a sponsor or "buddy") for their new hire's benefit Review this information with your supervisor to see if an associate would be beneficial to you ASSOCIATE Content Owner: Jim Warr-JL Role of the On-boarding Associate Be a resource for new employee throughout on-boarding process Introduce employee to others helping them adjust socially Help employee get familiar with new surroundings, e.g tour of the work site Be a lunch companion Provide encouragement Be ready to discuss norms around the following topics, being a "sounding board" for the new employee: appropriate use of company resources (office supplies, copy and fax machines, telephone etc.) work hours and overtime work transportation and/or parking lunch arrangements travel (if needed), or use of video conferencing appropriate dress or attire rating systems and performance appraisals e-mail working with others sick days, holidays, vacation Help employee find the right resource to talk to about more complex issues Answer "how to" questions or provide resources when the employee is hesitant to ask their manager or co-workers  ... and on- boarding discussions that include the one-up manager at one month and three months These discussions are intended to provide early, first-hand exposure of you, your work and your on- boarding. .. review and personal development plan at twelve months with one-up manager participation This will include a career interest discussion and longer-term development plan, as well as a 12-month performance... discuss the milestones and measures provided in your assignment description to ensure complete understanding As part of this discussion, consider for each major milestone the key tasks, what challenges