Page 227 - Successful Onboarding

The Onboarding Margin Life Support System • 211

Real-life examples of governance structures
At equipment manufacturer Caterpillar, the corporate university is tasked
with identifying and meeting new hire learning needs. Departmental
learning managers develop learning plans and maintain dual reporting
relationships with the departmental HR officer and Caterpillar University,
while the University offers mentor and career coach training. Clearly
defined training centers help engage new hires in career development and
offer them the possibility of continued advancement, learning, and career
progression. The firm’s Leadership Quest onboarding program, available
to selected management recruits, is predominantly taught by senior exec-
utives and tasked with the mission of helping young leaders understand
Caterpillar’s global market and its challenges early in their careers. Pilot
implementation of Caterpillar University’s “Making Great Leaders”
program was so successful that it was rolled out among all 7,000 of the
company’s leaders.
At Lockheed Martin, the corporate university—called the Center for
Leadership Excellence—serves as the central training facility for new
hires. Six levels of curriculum address all employees’ needs, from new
hires up to senior leadership. Participant evaluations measure quality and
ensure high standards (presenters scoring less than 4.5 out of 5 are not
invited back). Learning is tied to mandatory training for specific programs,
and an employee’s review processes evaluate training progress and pro-
gram eligibility.
Another governance structure modification made by some leading
edge onboarding programs involves designation of a team within the gov-
ernance structure to handle issues associated with the employer brand.
Starbucks ensures a maximum return on process improvements through
its Employer Branding team. With expertise in branding, HR, and
onboarding, the team develops a branded strategy to provide a unique
onboarding experience and ensures that the “Starbucks Experience” is a
strong brand externally as well as internally. Employer Branding repre-
sentatives attend staffing and development planning meetings to ensure
maximum ROI for new program rollouts. The group monitors the
employer brand and considers branding ramifications of all process
improvements, with an eye toward not merely preventing damage to the
brand, but finding new ways to maximize benefits.