Webcast:
Whether your customers or your talent has a good experience that evokes a feeling of connectedness, it's rarely by accident. Onboarding processes that are carefully designed for ease of execution can also engage your talent before "Day One." Engagement leads to productivity and retention of critical talent. All this relies on onboarding and assimilation processes that are embraced and brought to life by stakeholders and supporting technology. This webcast will feature successful on-line onboarding processes at IBM that connect new talent to the organization before day one.
Don't miss these webcast take aways:
- Why IBM automated their offer and onboarding process
- Description of the online onboarding processes and workflow
- Streamlining tasks performed by the candidate, by the recruiter and by the manager
- Prehire and "Your First Day" websites to access critical resources
- New hire surveys that support and sustain improvements
Webcast on Demand
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Presenters
Salvador Segura-Ortega is IBM Canada's National Recruitment Process Lead. He has responsibility for defining and laying out the different recruitment policies and processes to identify, attract, select and hire the best talent available. In addition, Salvador has led important reengineering and transformation efforts in India and Latin America aimed to increase efficiency, productivity and candidate satisfaction. He is also IBM's Onboarding Program Manager.Salvador has held different positions in the IBM Corporation for over 20 years in Latin America, United States and Canada in the areas of Human Resources, Communications and Marketing. He's been elected to participate in several executive development programs and has won several awards and recognition.Salvador holds an Executive MBA from the joint U.S./Canada Kellogg-Schulich Program (Northwestern University and York University). He is currently an Ambassador of the Toronto Board of Trade and has served as a Director of the Canadian Community Living Foundation Board, a non profit organization that assists children with learning disabilities. He is working on his designation as a Project Manager Professional from the PMI. He has been invited as panelist and guest speaker on different events on topics related to recruitment and diversity. Salvador is the father of two sons and enjoys spending time with his wife and kids.
Engaging before day one is an important idea. Our first book "The New Leader's 100-Day Action Plan" drives three core ideas.
GET A HEAD START BEFORE THE START. Day one is a critical pivot point for people joining from outside the company. The same is true for the formal announcement of someone getting promoted from within. In both situations, you can accelerate progress by getting a head start and hitting the ground running or by helping the people you're onboarding do the same. A little early momentum goes a long way.
TAKE CONTROL OF THE MESSAGE. Everything communicates. People read things into everything you say and do, and everything you don't say and don't do. Thus you're far better off choosing and controlling what they see and hear, and when they see and hear it, than letting others make those choices for you, or letting them happen by chance.
HELP OTHERS SUCCEED. For new leaders, this involves building a high-performing team. The first 100 days are the best time to put in place the basic building blocks of a high-preforming team.
George Bradt - PrimeGenesis Executive Onboarding and Transition Acceleration
Engaging before day one is an important idea. Our first book "The New Leader's 100-Day Action Plan" drives three core ideas.
GET A HEAD START BEFORE THE START. Day one is a critical pivot point for people joining from outside the company. The same is true for the formal announcement of someone getting promoted from within. In both situations, you can accelerate progress by getting a head start and hitting the ground running or by helping the people you're onboarding do the same. A little early momentum goes a long way.
TAKE CONTROL OF THE MESSAGE. Everything communicates. People read things into everything you say and do, and everything you don't say and don't do. Thus you're far better off choosing and controlling what they see and hear, and when they see and hear it, than letting others make those choices for you, or letting them happen by chance.
HELP OTHERS SUCCEED. For new leaders, this involves building a high-performing team. The first 100 days are the best time to put in place the basic building blocks of a high-preforming team.
George Bradt - PrimeGenesis Executive Onboarding and Transition Acceleration