Page 277 - Successful Onboarding

258 • Successful Onboarding

called “Engage” immerses learners in a realistic consulting engagement
preview, teaching them what to expect during a typical client assignment
(an important “first”). A workshop called “Your Career, Your Legacy”
explores critical factors for a successful 6-month assessment. New hires
also build a social impact map to represent their evolving personal net-
work, and they begin creating a personal development and integration
plan for their first 6 to 12 months. A new hire portal supports the experi-
ence, providing guidance and modular learning activities on key firm-
related topics as well as introductory videos from senior leaders.
When developing content, it’s important to develop a clear plan and
the underlying materials to support change management within the
organization. A best-in-class approach to change management and inter-
nal communication requires soliciting input from onboarding stake-
holders early and often. Input mechanisms such as a cross-functional
steering committee can help gather detailed design and program input.
Keep in mind that reviewing and incorporating this feedback is likely an
iterative process. Nevertheless, collecting regular input throughout the
process of executing a blueprint is critical if diverse stakeholders are to
buy into a truly systemic program. Consider developing a regular “news
cycle” about the onboarding initiative. During the development phase,
team members should develop documentation that the team can use dur-
ing program implementation to inform the broader organization about
the initiative’s goals and likely impact.
In Booz Allen’s case, the enhanced onboarding program was commu-
nicated as part of the firm’s two-year People Strategy Initiative. “It is criti-
cal not to short-change the investment of time and resources an effective
communication and change management strategy will require,” advises
Chris Holmes, Program Manager of Onboarding at Booz Allen. “Be inten-
tional about your communications to stakeholders across your organiza-
tion: a comprehensive communications plan will begin informing a small
but key group of senior stakeholders at the onset and become progressively
more broad, complex and detailed as program development progresses.”
The Booz Allen team leveraged both top-down and bottom-up commu-
nication vehicles (memos, meetings, webcasts, firm intranet, etc.) to mar-
ket and increase awareness of the program. The firm’s onboarding program
was also communicated throughout the organization via development and
release of a video piece. To further the external employment brand, the