Page 292 - Successful Onboarding

Index • 273

Corporate compliance, 81–82 Drive/entrepreneurialism, of new hire, 30,
Corporate downsizing, 56 150, 186
CPG. See Consumer packaged goods and Drucker, Peter, 213
retail industry
CPOs. See Chief People Officers Early Career Support, 3, 66
Cultural auditing, 102–105 attrition rate impacted by, 153–154
Cultural mastery, 64–65 common career development tools, 147
in Onboarding Margin model, 67 as employer-employee compact,
sample tactics, 116–117 143–144, 148–149
Culture, values and, 3 history of, 145–147
artifacts that shape workplace John Deere executive onboarding
experience, 90 process, 81–82
case example: Apple Computer, 107 need for, 148–155
company contradictions, 98–99 in Onboarding Margin model, 67
corporate and organizational cultures, planning tools, 207
89–91 sample tactics, 167–169
cultural audit key activities, 103 significance of perceived progress, 152
cultural auditing, 102–105 structural requirements to stimulate,
honesty in presenting, 105–106 155–158
Irony of Norms, 91 three steps of, 144–145
misreading, 87–88 Employment brand, 25
new hire’s challenges in learning, Energy and utilities industry, 42–47
93–99 Engagement levels, 24–25, 38
new hire’s need to know, 88–89 Entrepreneurialism, of new hire, 30,
onboarding as lever to drive change, 150, 186
99–102 Environmental sustainability, 81–82
performance values, 91–93 Ernst & Young, 164
principles for “message” to new hires, Exploring Corporate Strategy
106–107, 113–115 (Johnson, Scholes, Whittington),
as subject to interpretation, 93 174–175
who’s who as part of, 95 External personal networks, 128–129
Customization, 78–79 External professional networks, 129–130
appropriate tailoring, 52, 67, 82 Exxon Mobil, 42–47
in Onboarding Margin model, 67
Facebook, 121, 137
Dartmouth College, 134 Farmer’s Insurance, 183–184
Day one. See First day Feedback mechanisms, 202, 210,
Decision-making, as part of company 215–216, 219
culture, 95 General Mills climate surveys, 221
Deloitte Consulting, 150 to measure success, 220–221
Demand drivers, 178 Starbucks Mission Review System, 220
Deregulation, 55 Verizon Wireless organic evolution of
Diagnostic, program onboarding, 220–221
benefits/applications of, 225–231 Financial services industry, 42–47
four-steps for conducting, 231–241 First day, 120, 134, 136, 205, 207
identifying program objectives, 24–26, in HR model, 11–12
217–219, 239 software to minimize waste, 23
Dispute moderation, as part of company First six months, 112
culture, 95 case example: Shell, 68