Reimagine Onboarding – Approach

What

Why

How

• In preparation for the reimagining of the Onboarding Experience, a number of Focus Groups and feedback sessions will be scheduled with several stakeholder segments to identify opportunities to improve the process, training and onboarding experience

• Create a meaningful and engaging onboarding experience that reflects the needs and expectations of new staff
• To identify new ways of delivering the experience that reflects the caring and service heart of the company, based on what is important to new staff
• Support new staff members in getting acclimated to the company and culture of the company

• Listen to new/recent staff and stakeholders to identify program opportunities
• Partner with stakeholders and partners to document process improvements
• Document options and technology enablement solutions

Why Change?

Invested Onboarders report better talent outcomes. They are twice as likely to report reductions in all or most new hires’ time to proficiency, and 78% agree onboarding is a continuation of a positive candidate experience.*

Talent Pulse Report – 2016

Human Capital Institute

To reimagine Onboarding at Company XX, new staff will be involved to determine what is most impactful about the new hire experience, and where opportunities exist to improve (People/Process/Technology) and increase long-term career engagement

• War for Talent (People and Skills)
• War for Engagement (Culture and Connectivity)
• War for Retention (Capability and Mobility)

How: Design Thinking and Innovation

Using innovation and design thinking, we will be able to define the Onboarding Experience by engaging key stakeholders in the process…to ensure effective outcomes that matter most to new staff.

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Listen and capture staff feedback on the onboarding experience

Identify internal stakeholders who own and manage the (processes)

Define what is important to new staff

Generate ideas, solutions and owners…ask, “What’s Possible”

Create experiences using new/refreshed processes, technology, etc.

Test and measure success, repeatability and capture feedback

Revisit “What’s Possible” and Re-Prototype

Staff Segments and Stakeholders

Staff segmentation allows us to capture new hire onboarding feedback from staff with similar tenure.

Staff share experiences and experiential input based on what was/is important to them.

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We are New Staff that have been with Company X for 1-2 years.

We’re still learning our way around and building relationships. We can tell you what we needed and wish we’d known when we first joined the company.

We are the Onboarding delivery team. We can tell you which parts of the program are most relevant and how we can best support the needs of new hires.

We are the Hiring Managers and People Leaders. We can tell you if the information you’re sharing is relevant to the work our new staff needs to know.

We are the internal teams involved in the new staff process. We can offer insight into the processes we complete on behalf of new staff.

Focus Group Questions

Every new hire comes to a new role/company with internal questions an effective new hire experience should address

1. Where and how do I fit in the organization?
2. Are there opportunities for advancement?
3. Why is my job/role important to the company? My clients? Our customers?
4. How do I do my job?
5. What tools and resources are needed to do my job (productively)?
6. Where can I (readily) locate tools and resources to do my job? To learn more about the organization?
7. Who are our clients and customers?
8. How do I think like our clients and customers?
9. How will (my) performance be measured?
10. What does success (with the organization) look and feel like?
11. How does the organization serve and support the community?
12. Am I empowered to manage my own career journey?
13. Does my voice/input matter?
14. Does leadership engage, listen, act and partner across all levels?
15. Is/Was my team ready/prepared for me?
16. Will I be able to contribute and add value quickly?

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