Page 230 - Successful Onboarding

214 • Successful Onboarding

ability to recruit top talent from undergraduate programs, one metric you
may want to track is intern conversion yield; i.e., the percentage of interns
who receive and accept an employment offer. If your initial diagnostic
revealed that new hires maintain a low level of connectedness with other
employees in the organization, you may want to track how designed net-
working activities in the enhanced program impact new hires’ feeling of
connectedness at several key points throughout the year.
Before implementation, you should consider the full range of data
needed to measure program performance, and you should ensure that you
possess the proper mechanisms to gather this information on an iterative
basis. Although this list does not necessarily contain all of the metrics your
organization should track, onboarding metrics tend to fall into the fol-
lowing key categories noted in Table 7.1, and each can be segmented by
new hire business unit (BU), function, and level.
Numerous methods exist to view metrics so as to examine performance
comparatively across the organization. Taking new hire Onboarding Satis-
faction as an example, managers often find it most meaningful and action-
able to focus on groups. These inter-organizational comparisons allow the
Program Manager(s) to identify particular types of new hires who may be
having a below average experience, as depicted in Figure 7.1.

Indicates that additinal
analysis is required to
understand drives of BU
underperformance

Figure 7.1 New Hire Satisfaction by Business Unit