Page 253 - Successful Onboarding

234 • Successful Onboarding

Developing a process flow or activity diagram is often the best means
of taking stock of the system’s current state and the business processes
central to a new hire’s experience. In the activity diagram, we can outline
the key process owners that support new hires at each step. A diagram like
this helps the design team define roles, responsibilities, and needed
process-level changes once the enhanced program is designed.
As you assess a program’s current state, it is helpful to gather informa-
tion about how much the company currently spends to onboard on an
annualized basis. This helps you identify opportunities for cost savings,
places where your company is currently under-investing, and the appro-
priate ways to prioritize so as to achieve an optimum return on investment.
Once you know what your program’s current state entails, you need to
assess how well your current program activities, tools, and resources meet

Common Diagnostic Data Elements

• Census of current employee base
• Census of recent new hire activity (e.g., three-year history)
• Attrition data
• Promotion performance
• Projections of new hire needs (numbers and special skills or other
organizational development needs, such as ramp up requirements to
support growth areas)
• New hire performance reports
• New hire ands new hire manager satisfaction reports
• Job offer acceptance rates
• Results from any “engagement level” studies that may exist
• Exit interviews
• Results from any recent hire focus groups or surveys
• Other data requirements to be determined at outset of project
• Fresh surveys, focus groups, new hire manager interviews
• Online community chatter (e.g., LinkedIn, Facebook groups, R&D
communities)