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hire portal streamlines program processes and eliminates the need for
paper-based welcome kits and automated data collection. Meanwhile, a
cohesive identity defined the program, promoting accountability and par-
ticipation and creating value for the new hires, their managers, and the
firm in general. Most importantly, managers are given instructions and
tools on how to engage their new hires, drive their progress, and raise their
awareness of potential pitfalls. One manager at Booz Allen indicates that
the revised onboarding program “takes a more holistic approach to the
process. Before, onboarding was narrowly focused on one thing—firmwide
orientation—and that was it. We lost sight of the big picture. Now, there
is a whole host of tools and activities for new hires and Frontline Leaders
that should occur before and after firm-wide orientation throughout that
first year.”

Summing Up

All of these results were possible because Booz Allen was willing to invest
in the right diagnostic. The firm took the time to develop a systemic
approach, reflected in a comprehensive blueprint, and it executed
methodically around that document. As this chapter has laid out, com-
panies can realize success more readily by organizing onboarding design
efforts around a clear plan. Otherwise, organizations may fail to realize
the full extent of their Onboarding Margin. Booz Allen devoted substan-
tial resources in terms of time and energy to craft its blueprint, but if your
organization lacks these resources, don’t panic. We’ve participated in
success stories with some organizations working with fewer resources. The
most important thing is a robust diagnostic, a commitment to drive
change, a creative vision of what your institution can accomplish via
strategic onboarding, and a strong resolution to get the job done.