Page 278 - Successful Onboarding

Driving Implementation—From Blueprint to Impact • 259

initiative is being widely marketed through the Booz Allen web site, webi-
nars, conference presentations, and articles in HR and Learning and
Development publications.

Piloting and Implementing Your New Program

Like any major program rolled out across a large organization, a strategic
onboarding initiative should roll out after the design team has sufficiently
piloted the program. These pilots can take place concurrent with ongo-
ing content development to allow ample time to collect feedback and
make changes before broad scale implementation. Organizations can
choose to pilot in selected regions or business units, by phase or new hire
type. During the first stage of its redesigned program roll out, Booz Allen
piloted new program elements with three separate groups of about 30 new
hires each, each group spaced a month apart. The first group received the
firm’s new, week-long orientation (including simulation-based learning
activities), the second received the new orientation plus a new pre-board-
ing experience, while the last group received new iterations of both these
program elements.
During and after pilots, the design team should gather feedback not
only from new hires, but from all relevant stakeholders. The design team,
and ideally the stakeholders, should observe and analyze all onboarding
activities delivered in the pilot and converse with process owners and new
hire support personnel. They should also conduct surveys and focus
groups with new hires and new hire managers. By observing the pilots,
the design team can determine what works and what doesn’t, what deliv-
ers the greatest excitement and offers the greatest educational value, and
what elements are not being delivered as intended. Design teams can also
use the pilots as a chance to provide feedback to and coach individuals
responsible for delivering the program. Many of these individuals will
continue to play a role in the onboarding process after implementation,
so engaging with them now can enable them to develop better delivery
expertise.
Piloting in select locations or among specific new hire segments can
allow teams to benchmark pilot performance for the enhanced program
relative to areas of the organization that still receive the old program.