the onboarding maturity framework - the conference...

December 2014

The Onboarding Maturity Framework

Facilitation DocumentTalent Acquisition & Onboarding Conference

1Copyright © 2006-2014 Kaiser Associates, Inc.,

Onboarding programs vary significantly in terms of level and stage of maturity, ranging from Basic (stage 1) to World-Class (stage 5)Organizations within a given Onboarding Maturity Stage frequently exhibit similar program characteristics and experience many of the same challenges

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Stages of Maturity

The Onboarding Maturity CurveWorld-Class

Stage 1Basic

Stage 2Emerging

Stage 3Progressing

Stage 4Advanced

Stage 5World-Class


KAISERASSOCIATES

World-Class (stage 5) programs take a strategic & systemic approach to onboarding, with intentional design of the framework elements below

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Kaiser’s Onboarding Margin TM Framework


Common characteristics shared by World-Class (stage 5) onboarding programs include the following

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2 Long -Term Focus

Program begins at offer acceptance and runs through the new hire’s first year / full business cycle

Designed experiences, tools and resources provided throughout

3 Program Customization

Recognition of unique needs of distinct employee segments (departments, functions, exempt/non-exempt)

Customized and relevant experience by new hire type: experienced, entry level, executives, etc.

6 Metrics & Accountability

Metrics dashboard is tied to program goals and is regularly monitored and analyzed

Onboarding process owners are accountable to results

7 Holistic Approach

Involves all levels and areas of the organization in the new hire onboarding process

Provides integrated: 1) Early career support systems, 2) Assistance adapting to organizational culture, 3) Personal Relationships & Activities, 4) Strategic insight into the organization’s mission and goals to complement job skills training

4 Clear Role Assignments

Roles and expectations communicated to those responsible for executing onboarding tasks

New hire understands his/her role in advancing the onboarding experience

5 Program Branding

Program is branded similar to other HR programs and strategic initiatives to denote importance and value created

Brand promoted externally to strengthen employer of choice image in recruitment market

Management Buy-in &

Participation

Functional Management & Senior Leadership support the program and recognize its value

Organizational Leaders, New Hire Supervisors, L&D and HR are involved throughout the process1


What are the common characteristics of programs in less evolved stages of maturity?

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Onboarding Maturity Stages Defined

The Onboarding Maturity Curve

World-Class

• Basic design & programming (e.g., just Orientation)

• “Fire-hose” approach to content delivery

• Measurement limited to ad hoc feedback collected during or after Orientation

Stage 1Basic

Stage 2Emerging

Stage 3Progressing

Stage 4Advanced

Stage 5World-Class

• Emerging design & programming (e.g., beyond Orientation)

• Some content shared before Day 1

• Program measurement includes standard new hire survey, likely within first 90 days

• Progressing design (longer duration, greater mix of Onbo Margin elements)

• More content delivered in a distributed fashion

• Onboarding-specific metrics tracked at multiple points in time

• Advanced design & programming reflective of most Onbo Margin pillars and phases

• Some content deferred until hires have context

• Surveys of key roles (e.g., new hire’s manager) used to assess program impact

• World-Class design & programming reflective of all Onbo Margin pillars and phases

• Hires have sufficient context before content

• Some predictive measurement of program impact on business objectives

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We can further assess programs against the following 4 Dimensions of Maturity, thereby identifying relative strengths & opportunities4 Dimensions of Onboarding Maturity Defined

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World-Class

1 2 3 4 5Core Content

Cultural mastery

Interpersonal network development

Early career support

Strategy immersion & direction

Customization & Integration

Design Philosophy

Onboarding Definition

Design Intent

Distribution of content

Consistency across org.

Leadership involvement

Program Brand

Delivery mix

Impact of content

Engaging content

Technology usage

Program Governance

Delivery Approach

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Defined roles & responsibilities

Manager engagement

Measurement program

Org. Integration

Technology Support

Communication Strategy

Sample Company


To evolve the maturity of your onboarding program, we recommend your redesign effort address the following questions and objectives

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DiagnosticBusiness Case

& Blueprint DesignDevelop Pilot Implement

Key Objectives of Each Redesign Stage

Diagnostic Identify key shortcomings and opportunities of existing program; Identify

complexity in the machine

Business Case& Blueprint Design

Define program goals and share case for change with stakeholders

Develop high-level program architecture and development approach

Develop Develop program mechanics, content, and materials to support

implementation

Pilot Pilot revised program and collect feedback

Implement Incorporate feedback and conduct internal change management effort

1 2 3 4 5

Where do we stand?

What is Redesign ROI?

What changes will drive impact?

How will content be delivered?

How can we measure success?

How can we roll-out

broadly?


Onboarding redesign initiatives experience many common mistakes

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1. Neglect to do a proper diagnostic exercise

2. Start with software

3. Start with Orientation…and lose energy shortly thereafter

4. Copy and paste the kitchen sink

5. Underestimate the task: development, implementation, sustainability

6. Design too much content before context

7. Failure to start the change management process early

8. Forget the manager is core to the successful integration of the new hire


About Kaiser Associates

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Kaiser Associates: Who We Are & How We Work

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How We Work

• Kaiser is a boutique management consulting firm with a 33-year history of serving the world’s leading corporations, with a focus on business performance

• We have a core competence in benchmarking, developed over three decades of practical application, that enables us to marry the best of external perspective and internal understanding to deliver data-informed recommendations and solutions

• Our portfolio of services includes a dedicated Organization Development (OD) Practice that combines process and quantitative rigor with the power of metrics and best practices to deliver tailored, systemic solutions

• Kaiser’s OD Practice is comprised of individuals with deep expertise in business strategy, performance improvement, talent management, human capital issues, and process redesign

– Onboarding is specialty area of expertise for Kaiser’s OD Practice, derived from a very significant base of onboarding best practice research and deep experience designing systemic onboarding solutions

Who We Are

• “Just-right” sized Kaiser teams collaborate with our clients to assess the situation, design the solution, and support change taking hold

• We do not prescribe a standardized approach, but rather begin with a proven set of tools that are tailored to the needs of your organization

• Work side-by-side with our clients during each task to meet their needs and deliver desired outcomes

• Kaiser leaders are actively involved in projects and engage with clients on a regular basis


Kaiser's portfolio of services includes a dedicated Organization Development (OD) practice with specialty expertise in Onboarding

Key content areas for Kaiser’s Organization Development (OD Practice) include:

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Change Management

Business Process

Innovation

• Stakeholder Engagement

• Communications Strategy

• Cultural Assessment

• Change Management Roadmap & Action Planning

• Business Process Reengineering

• Root Cause / Efficiency Analysis

• Work Process Definition

Org. Strategy and Design

• Stakeholder Analysis

• Performance Management

• Capability Building

• Workforce Analytics

• Org. / Governance Structures

Talent Management

• Talent Strategy & Planning

• Talent Acquisition

• Onboarding / Inboarding

• Resource Management

• Competency & Career Model Development

• Talent Development

– Diversity Programs

– Learning Programs

– Leadership Development

• Succession Planning

Kaiser's OD practice combines process and quantitative rigor with the power of metrics and best practices to deliver tailored, systemic solutions

Kaiser Onboarding work focuses on designing programs that drive measurable returns in

client new hire retention, time-to-productivity, level of productivity, and employee engagement


Kaiser’s OD Practice is a pioneer and leader in supporting the design and implementation of new hire Onboarding programs for large, complex organizations

• Kaiser Associates’ Organization Development practice is comprised of individuals with deep expertise in business strategy, business performance improvement, onboarding, human capital issues, and process redesign

– Mark Stein and Lilith Christiansen, co-leaders of the OD practice, co-authored Successful Onboarding: A Strategy to Unlock Hidden Value within Your Organization,a book published by McGraw-Hill in 2010;

• The book and underlying intellectual capital represent a culmination of Kaiser’s years of benchmarking and best practices research on world-class onboarding programs

– Kaiser Associates received ASTD’s Excellence in Practice Award for designing Booz Allen Hamilton’s onboarding program in 2010

– Kaiser’s OD team developed the Onboarding Margin concept and has been featured at multiple Conference Board events, such as the Onboarding Talent and Leadership Conference in 2012, 2013, and 2014

– Kaiser’s onboarding work has been featured in publications including: HR Executive, MarketWatch, Investor’s Business Daily, and HR Examiner, among others

– Kaiser Associates leads an online community of over 2,400 onboarding practitioners, providing thought leadership and strategic guidance on the topic of new hire onboarding – as well as a phenomenal resource to keep our thinking fresh, test new ideas and gain new insights from practitioners

• We are deeply invested in this space – and have designed, created, implemented onboarding programs for numerous Global 500 organizations

Representative Clients:

Shell

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We offer our clients a unique combination of onboarding knowledge, OD expertise and hands-on design experience

In addition to our onboarding program re-design clients listed on the prior page, we have advised and provided onboarding consulting services to the following major corporations (among others):

Over the years, we have also accrued a very significant base of relevant Onboarding best practice research and expertise by deeply studying a variety of organizations, including:

Onboarding Competitive Landscape

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Kaiser’s onboarding capabilities are unique in that we couple deep subject-matter-expertise with significant

systemic design and implementation experience


For further discussion, please contact:

Lilith ChristiansenVice PresidentDirect +1 202 454 [email protected]

1615 L St., NW13th FloorWashington, DC 20036Fax +1 202 454 2001www.kaiserassociates.com

Organization Development Practice Leaders:

Sarah Hagerman

Vice PresidentDirect +1 202 454 [email protected]

1615 L St., NW13th FloorWashington, DC 20036Fax +1 202 454 2001www.kaiserassociates.com

December 2014

the onboarding maturity framework - the conference...

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