Integrated On-boarding Drives Alignment: Best Practices for On-boarding Design & Implementation

January 27, 2009

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If one considers onboarding as a program in motion throughout the first year of employment, feedback helps the organization capture feedback to improve underway. In the early diagnostic phase, qualitative insight comes from asking new hires what they wish they had known at the time to be better prepared to be successful. Focus groups from stakeholders who implement is critical at the pilot stage and intermittently when metrics suggest something is amiss.

New hire surveys about their experience of feeling connected is valuable, asking questions such as “How many people do you feel connected to? How supported do you feel and where in the organization does your support come from?” Hiring managers’ feedback about new hires’ knowledge of the company to help get their job done is important to collect as well.

The all important “year one” metrics about the onboarding program’s impact should tie to talent retention, engagement, performance, and savings from time to productivity. Capturing testimonials from good performers who say, “I can see a future here,” is a superb way to reward the implementation team.

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