Page 89 - Successful Onboarding

78 • Successful Onboarding

Figure 2.7 Value Contribution from Deferred Content Delivery

Customized Program Designs
So far we have unveiled a vision of a strategic program, assuming that new
hires undergo common experiences and companies can benefit by
attempting to shape those experiences in a consistent way. This is not to
say that companies should take a completely standardized, one-size-fits-all
approach to onboarding. Just as marketers segment consumers into mean-
ingful groups and then tailor products, services, and communications spe-
cific to each segment, designers of an effective onboarding program need
to target those new hire groups that will provide the greatest impact. Orga-
nizations should determine which elements would assist all new employ-
ees and which require customization to maximize relevance and value.
This approach allows for common experiences across all new hire seg-
ments, enforcing a consistent onboarding brand, while still allowing for
unique features relevant to each constituency.
We expect different things out of a senior leader than a staff member;
thus, the onboarding experience of each should differ. Employees in the
field and those who sit in corporate offices experience drastically different