Case Studies
New Hire Onboarding Program Design
Leading Public Sector Strategy & Technology Consultancy
Problem:
Onboarding new colleagues into the organization was managed differently across each business unit. While there was a corporate 2-day orientation that all new hires attended, team and functional orientation differed greatly across the company. As a result, new hire (tenure < 1 year) attrition rates varied from 10% to 35% and costs had ballooned over a three year period.
Action:
Conducted a diagnostic of the current state including employee surveys, focus groups with new hires and managers, data analysis, process documentation, and content review. Benchmarked best in class programs and shared results as inspiration to client program leadership through a series of visioning workshops. Designed and implemented new program including orientation, governance, refined provisioning processes, and new experiences through the first year of employment and performance metrics.
Result:
Improved new hire attrition an average of 25% across the business and saved $1 million in redundant work costs.
Global Technology Company
Problem:
New hire onboarding for a global technology company was managed independently by business units throughout the company. Surveys of new hires showed that experiences varied greatly from team to team, with most indicating a disappointing experience. New hires did not understand the strategy of the company and did not feel connected to the organization culturally.
Action:
Conducted a current state assessment by analyzing survey data, conducting focus groups with managers and new hires, reviewing new hire materials and processes from different teams, and analyzing human capital data (e.g., attrition rates, performance data, promotion data). Facilitated a three-day workshop with company participants representing key stakeholder groups to review current state findings and develop a future state vision for a new onboarding program. Outlined a blueprint for the program design which entailed process flows, technology enablement, program governance and content development needs.
Result:
Developed a new hire onboarding program which established an exciting, cohesive new hire experience across the globe. The standard process would be enabled through the use of existing technology the company already licensed as well as additional point solutions which delivered learning in a more engaging manner and promoted manager-new hire connections. The resulting program achieved higher engagement scores from new hires, yielding more employee referrals from new hires, and reduction in onboarding costs globally by 20%.
Global Human Capital and Professional Services Firm
Problem:
A Global Human Capital and Professional Services Firm sought to improve the new hire onboarding and provisioning process. In many places across the world, new hires were not properly provisioned when they started on Day 1, leaving them unable to being their learning and integration process. Managers complained they did not understand what was required of them in onboarding and thought the experience was poor for their new hires.
Action:
Conducted Onboarding Maturity Assessment in each BU and provided comparative assessment as part of current state analysis. Combining those results with analysis of new hire survey data documented current state challenges and improvement opportunities. Facilitated cross-functional working sessions with in person and virtual participants to share best practices and develop future state vision and critical program requirements. Developed future state blueprint and created new hire and manager checklists and onboarding guides.
Result:
Rolled out the onboarding program 1 month ahead of schedule. Identified bottlenecks in the provisioning process that once addressed resulted in 95% of new hires having computers/phones on hand prior to day 1. Improved satisfaction scores of managers and new hires. Engagement scores of employees <1 year tenure reached all time high.
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