4 Steps to Design and Implement an Effective Onboarding Strategy

Many companies dedicate one or two days to onboarding new employees upon entering the organization. This process typically involves providing some information about company policies and operations, signing documents, and a workplace tour.

However, current workplace environments and workforce dynamics are undergoing changes that compel organizations to reassess their onboarding programs and familiarize new hires with the company's culture to enable them to work productively and efficiently.

George Bradt, founder and CEO of PrimeGenesis, a company specializing in onboarding, and author of Onboarding: How to Get Your New Employees Up to Speed in Half the Time, states: “Effective onboarding of new team members is one of the most important contributions an HR professional or hiring manager can make to the long-term success of the organization. It can drive new employee productivity, accelerate learning, and significantly improve talent retention.”

The HR department is essential in designing and implementing onboarding programs and procedures for new employees. However, succeeding in this task requires a shift from traditional methods commonly used in HR circles.

Bradt categorizes HR professionals into two types: strict managers focusing on policy enforcement and collaborative leaders engaging in strategic planning. While both roles are effective, the leader stands out with a remarkable ability for future-oriented thinking, viewing onboarding as an integral component of a comprehensive talent management strategy.

Consequently, aligning onboarding initiatives with the company's vision and long-term objectives is vital, designing HR programs and procedures that reflect these overarching strategic plans.

4 steps to design and implement new employee onboarding programs

1. Define Your Goals

Aberdeen Group conducted a study involving senior executives and HR experts, revealing that 66% of companies with specialized onboarding programs experience higher rates of new employee integration into the company culture. Additionally, 62% manage to reduce the time it takes for new employees to reach peak productivity, while 54% report higher levels of engagement and participation compared to those lacking such programs.

The first weeks and months on the job are critical in shaping career trajectories and overall success in a role.

Tess Fyalka, Director of Employee Development and Engagement at O'Shea Builders, a commercial construction firm, emphasizes the importance of setting new hires up for success from the outset: “We strive to ensure that all new employees have the necessary tools, resources, and information to thrive.”

Clearly defined objectives are instrumental in shaping the onboarding program content and structure. It is essential to identify what information new employees need to know about the organization and their roles to ensure alignment with established goals.

Onboarding processes were chaotic and random until Fyalka intervened and planned to create an organized program to accelerate learning and integrate new employees into the company while inspiring them to support and promote the brand in their surroundings.

Founded in 1902 as a carpentry workshop, O'Shea has evolved into a multi-generational family business employing 150 individuals. Decision-makers decided to open another branch in a new city but were concerned about losing the elements that differentiate them from competitors.

Fyalka remarked, “A rapidly growing company risks losing what makes it exceptional. We must be intentional about preserving our excellence.”

Fyalka's primary responsibility is to implement the second point of the company's 2012 strategic business plan: "Protect the core and maximize talent."

These foundations include systems, processes, and culture that define the company's identity. The company's philosophy clarifies employees' roles in reinforcing these foundations and achieving success, emphasizing that commitment to a learning and development mindset is fundamental for the company culture and enhancing its services’ quality and value.

2. Leverage Automation

Cost-effective software solutions are available to automate most administrative processes related to employee onboarding. These tools typically provide an exceptional experience for employees, going beyond simple compliance training.

At O'Shea, the onboarding process for new employees begins two weeks before their official start date. This includes registration on the employee portal, completing hiring procedures, signing necessary documents, and reviewing employment guides and handbooks. 

The portal is designed to humanize the organization by offering comprehensive insights into its history, culture, mission, values, and employee profiles.

Moreover, new hires gain access to detailed information regarding training plans, including stages, participants, trainers, materials, content, and their respective responsibilities during their first few months. The portal is a virtual assistant that answers all queries from new employees.

3. Identify Key Participants in the Onboarding Process

Onboarding effectiveness increases when the content resonates with the human experience, which places the responsibility of active participation on the organization's employees.

Fyalka states, “Active participation cannot be guaranteed unless leaders recognize its importance. Our company culture encourages all employees to commit to helping one another, facilitating broader involvement in the onboarding process.”

Hiring managers is crucial in this process, and the HR department may need to persuade them of the benefits of onboarding programs.

Bradt notes, “Onboarding should not be perceived as solely an HR initiative; management must recognize its effectiveness in accelerating new employees' transition to peak productivity.”

Managers and competent employees participate in creating content, designing training modules, conducting virtual seminars, and implementing mentoring and coaching programs for new hires, ensuring that the materials align with the desired goals.

Some organizations adopt peer mentoring, where experienced employees assist their new colleagues in navigating the tools, information, and resources essential for success in their roles.

4. Allocate Sufficient Time for New Employee Onboarding Programs

Steve O'Brien, Vice President of Marketing at Chronus Corp, which provides onboarding software to O'Shea, states: "Short orientation programs lasting just a few days are insufficient for preparing new employees and helping them integrate into their work quickly."

O'Brien emphasizes that new employees require an extended training program that allows them to solidify the knowledge gained through experience and practical application in the workplace. He also recommends tailoring the learning experience to the specific job requirements and relying on group training and peer learning.

Onboarding can last from a few weeks to about a year, depending on the complexity of job tasks and the availability of necessary resources. Each position at O'Shea has a standardized model designed to structure the learning process specifically. New employees receive a schedule detailing separate training modules to be completed within a specified timeframe. Regular meetings are held between new employees and subject matter experts associated with each training module. Additionally, subject matter experts conduct virtual seminars to reinforce acquired knowledge.

The onboarding program lasts depending on the position, ranging from three weeks for positions that do not require precise technical expertise to three months for managerial and project engineering roles.

Fyalka holds regular meetings with new employees to inquire about their experiences, ensure their engagement, and discuss potential improvements.

Fyalka states, "We leverage this feedback to make ongoing enhancements to the program. We strive to improve the experience continuously."

Conclusion

Onboarding programs are designed to last for a specific period, and it is crucial to prioritize developing plans that support employees in their ongoing learning and professional growth throughout their careers.

At O'Shea, employees transition to a continuous professional development program that emphasizes setting specific, measurable, achievable, relevant, and time-bound (SMART) goals related to their roles within the company.

Employees must establish strategic objectives that focus on personal and professional growth, benefiting their department, team, and the company as a whole.

Short reorientation programs can be customized to meet employees’ needs when they change positions within the company.

Matt Hoffman, the Vice President of Human Resources at DigitalOcean, states, “Transitioning to a new role within the company often comes with shifts in team dynamics, leadership, colleagues, and cultural norms. Internal onboarding provides employees with the connections, support, and self-confidence needed to succeed in their new roles.”

Hoffman recommends meeting with the employee, their former manager, and their current manager to discuss the framework necessary to facilitate the employee's success following their position change. He notes, "An employee requires guidance when assuming a new role, regardless of their experience in their previous position."

Additionally, Hoffman recommends creating a growth plan that includes goals distributed over three consecutive months to ensure that the employee adapts to their new position and operates at peak productivity as soon as possible.

Companies are competing for talented individuals, placing the responsibility on employers to focus on measures for integrating new employees and enhancing their productivity from the moment they are hired. Developing onboarding programs prepares new employees for success, which contributes company’s overall success.