FINAL

BOARDING
CALL FOR
ONBOARDING
CONTENTS
INTRODUCTION 1

MORE THAN ORIENTATION 2

FROM OUR BLOG 3

TOOLS FOR SUCCESS 6

FROM OUR CEO 6

ONBOARDING CASE STUDIES 9

BEST PRACTICES FOR SUCCESSFUL ONBOARDING OUTCOMES 11

THE ALLENCOMM APPROACH 12

WHAT ALLENCOMM CAN DO TO HELP 14

REFERENCES 16

TABLES 19

ONBOARDING ASSESSMENT MATRIX 22

1 INTRODUCTION

The idea of bringing someone on board to work

in a specific role draws parallels to a passenger
boarding an airplane.

According to Merriam-Webster, onboarding is Corporations face similar challenges with

the process by which a new employee learns
the ropes and gets settled in. Facilitators and
participants of an onboarding program know that
the reality of onboarding is much more involved
than its dictionary definition implies. The idea of
bringing someone on board to work in a specific
role draws parallels to a passenger boarding
an airplane. Once passengers board the plane,
the flight staff welcomes them and introduces
them to the airplane’s safety and emergency
procedures before everyone aboard launches
toward their destination with their personal items
securely stowed. (Merriam Webster, n.d.)
onboarding new hires. Companies have to
familiarize new employees with policies and
procedures, help the new hire understand the
company culture all while helping them feel
welcome within that culture. They must set
expectations, ensure the person understands
their role, and what they need to do in order to
be happy and productive on their journey with
the organization.

In this document we’ve gathered the most pertinent insights and research to help you understand and
implement a successful onboarding process for your company. Make sure your tray table and seat back
are in the upright and locked position, we’re about to take off.

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2 GETTING UP TO SPEED
More than Orientation

Onboarding has been a buzzword since the

1990s. Before companies really understood
how to take advantage of good onboarding,
they referred to this process as “orientation,”
which was otherwise known as a day-
long mismash of half-hearted introductions
followed by dry lectures about policies and
procedures. Over the years, HR experts have
helped transform this process into onboarding,
a lengthier, more holistic process of integrating
the new employee into the culture and
values of the company while training them
for performance, setting expectations, and
measuring outcomes.

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FROM
OUR
BLOG

FRONTLOADING needs at least 90 days before he or she is fully

integrated into the workplace—fully onboard.
YOUR ONBOARDING However, this isn’t necessarily a hard and fast rule.

How to Improve a New While check-ins and feedback-based reviews

should continue long after the initial onboarding,
Employee’s Time to
involving the right resources can help your new
Productivity
employees start contributing faster. New hires
No one is able to perform and contribute at top are an investment; a solid onboarding program
capacity their first day in a new position. In fact, helps that investment start showing returns.
the first few weeks a new hire spends in the (G&A Partners, n.d.)
workplace are a critical time period that can help
predict future engagement and retention. The
stakes are even higher when you consider the
costs associated with recruiting, training, and
integration. The longer it takes for an employee
to adjust and start producing, the more those How can you boost your own initial onboarding
costs pile up. But without effective onboarding program for better results? Here are a few
in the first place, employees are less likely suggestions.
able to perform well in the long run. (National
STEP AWAY FROM SINK OR SWIM
Association of Colleges and Employers (NACE),
2016) (Mueller, Investopedia, 2011) It may be tempting to cut corners with onboarding
through an informal system—one where new
It’s widely suggested that a new employee
hires are given an orientation and then dive
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headfirst into a challenging work environment.
However, this can be a problem for both the
employee and the company at large. Some risks
of this approach could include:
• Increased stress and decreased satisfaction in
new hires
• A longer period of time necessary to build
confidence and competency
• Higher turnover rates (and, therefore, a waste
of resources and effort spent recruiting)
Creating a formal, structured onboarding program
instead of giving a sink-or-swim ultimatum reduces
these risks and is usually more effective overall.
In fact, most “best in class” onboarding programs
are highly formalized and taken very seriously.
Not only do these types of programs lead to more
employee engagement, they can also help boost
productivity.
KEEP COMPANY CULTURE AT
THE FOREFRONT
The social aspect of adjusting to a new position
is more important than you might think. For an
employee to reach their performance potential,
they need to feel confident in their position as
part of the team. By focusing on the company’s
culture from day one, new hires can develop an
understanding of how they fit in with the bigger
picture.
Another important role that an introduction
to company culture can play is by setting
FINAL CALL FOR ONBOARDING
realistic expectations. New employees need to
understand who and what they will need to know
in order to be successful. For example, L’Oreal
created a comprehensive onboarding system that
helps new team members adapt to its “culture of
confrontation.” The result? Employee turnover
was slashed by more than half. (WorldCity, 2014)
The faster new hires feel welcome and prepared
to play their part, the faster they will be able to
make a meaningful contribution. Understanding
company culture helps them understand how
they fit within their team’s mission. (Quick Base,
2014)
INCORPORATE MENTORSHIP
INTO THE PROCESS
Good leadership can make or break an onboarding
system. There should be more of the company
involved in the process than the HR department.
The more members of management that take
part, the easier it will be for the employee to get
integrated. (Leach, 2017)
Even better—assign a peer mentor to the new
hire to show him or her the ropes. This person
can be the go-to for any questions that need to be
answered, and a resource for solving problems
on the job. This may cut down on the mentor’s
productivity until the trainee is up to speed, but
it provides an opportunity to flex their leadership
and problem-solving skills. Most importantly,
this kind of connection is incredibly valuable
as mentoring aids in helping new employees
perform at a higher level.
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 Onboarding is an
opportunity to drive
engagement and loyalty,
and prepare new team
members to work toward
the potential for which
you hired them.

Additional resources:
1. Onboarding outcomes from research of 400 companies with strategies to meet new hire expectations.
(Human Capital Institute, 2016)

2. A closer look at the challenges inherent in bringing on leaders and steps to successfully integrate
them into their role within the first few critical months. (Mark Byford, 2017)

3. Research reveals that encouraging employees to apply their personal strengths to their new jobs
yields more engagement, productivity, and retention. (Daniel M. Cable, 2013)

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3 CRUISING ALTITUDE
Tools for Success

Onboarding is an ongoing journey rather than a quick trip. There are many touchpoints for new employees
along the way to ensure successful integration into their new role and responsibilities, not to mention the
insights and on-the-job learning that will be required to effectively meet expectations.

Properly utilizing time-tested strategies

for continuous integration will lead to
measurable results.

HOW TO SPRINT STRATEGICALLY

FROM A Fresh Look at Onboarding and New Hire

Programs
OUR Lately, there’s been a surge of interest in new ideas and approaches to
onboarding or new hire programs, which makes sense, since onboarding
CEO of new employees and reskilling of existing staff is a mainstay of our
work. Recent research links onboarding to critical corporate objectives
and highlights the lack of structure in this practice. Organizations such
as Forbes, American Express, and SHRM have isolated the critical
components of onboarding, and the Human Capital Institute has
identified some best practices.
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 At AllenComm, however, we are seeing a mismatch
between this discussion and the realities our clients deal
with in finding and acclimating new hires. Unlike other
areas of corporate development, such as leadership, sales
or compliance, new ideas and processes for onboarding
programs are lacking. Complex processes and programs
have steamrolled the human element that we believe
is necessary for successful onboarding. To be more
strategic in this area, ask yourself, “Does my company see
onboarding as a marathon or a sprint?”

For many L&D departments, onboarding is a convergence

Ron Zamir of formal and informal employee socialization. Much of the

discussion is taken over by the need to acclimate the new
CEO, ALLENCOMM hire into the culture and brand of the organization. While we
put great importance on the connection of brand education
to employee success, we find that there is often confusion
between what is necessary versus what is sufficient.

The two major objectives of onboarding (holding

compliance issues and corporate governance as constants
for all employees) are socialization and time to competency. Both have been linked to higher employee
retention, productivity and engagement. For a fresh look at this topic, it’s worth looking at these objectives
through the “necessary and sufficient” prism.

I have observed that giving employees the feeling of competency and providing feedback tend to be
necessary conditions of any positive socialization. Will employees who feel they have proven themselves
in their new job be more receptive to the socialization component of your onboarding program?
Conversely, can any culture or brand overcome feelings of inadequacy or frustration with a new job or
task.

Consider whether you agree with the following statement: “A competent hire may be hired away if they
feel there is a cultural mismatch, but a non-competent hire will stay if they feel a cultural fit.” Clearly, I am
not proposing that you ignore one of the other critical parts of onboarding, but we need to prioritize our
focus, and it’s important to get everyone together on a more strategic approach to onboarding.

Your program must reflect the balance or hierarchy of these two components: socialization and time to
competency. Each of us remembers our own onboarding experiences and the firehose of information to
which we were subjected. Use cognitive load theories (Sweller) as a guide for structuring your programs
effectivity.
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For now, here are some principles and practices that we find useful:
• Both formal and informal settings are tools for the socialization and competency components of your program.

• In the pre-hire process, try to isolate where your new hires’ anxieties lie. We find that concerns about job performance
will overcome anxiety about social or cultural fit.

• While many articles point to year-long strategic onboarding programs, using a 30-60-90-day structure can enable
shorter sprints if needed.

• Develop confidence-building measures that allow new hires to reflect on their journey toward competency and
cultural fit.

• While some sought-after brands can experiment with their onboarding process, spending too much of your time
weeding out candidates with a subpar cultural fit is not a luxury most organizations can afford. Moreover, it can
create a lack of social diversity that can have diminished returns.

• The best onboarding program is only as good as your ability to change it based on the feedback of each cohort.

Adopting a “sprinting” process creates flexibility that highly structured programs lack. Aspects of brand
and culture can be scaled over the whole organization. In the realm of competency, we find short, focused
primers and on-the-job support to be critical in building new employee confidence. New technologies
and portals make even these activities scalable. Building the confidence of new hires though proper
feedback is critical, and leaving time for self-reflection activities can lessen cognitive load along the way.
The cost of little or no structured onboarding is high. For those taking a fresh look at preparing new or
existing hires for success, a highly segmented process with the proper cultural and brand context can
have promising results.

Additional resources:
1. Digital onboarding tools are an efficient way to track the journey, engagement, performance, and
retention. (Ferrazzi, 2015)

2. Overcoming the negative myths of rapid onboarding to get employees up to speed quickly. (Keith
Rollag S. P., 2005)

3. The faster new hires feel welcome and prepared for their jobs, the faster they will be able to
successfully contribute to the firm’s mission. (Talya N. Bauer, 2017)

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4 MAPPING THE FLIGHT
Onboarding Case Studies

Knowing where new employees will go and how they will perform on their journey within a company
requires constant interaction, consistent feedback, and some course correction along the way. Just like
an airline pilot needs to check instruments and adjust speed, altitude, and direction to ensure the on-time
and safe arrival at the destination, piloting the onboarding of new employees may require adjustments
based on feedback. Let’s also not forget the importance of having a clear direction—whether it’s a
flight’s final destination or a course’s performance objectives, you can’t take off if you don’t know where
you’d like to end up.

USE CASE CHALLENGE

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High turnover in any employment structure comes with
a high cost. Studies estimate that when an employee
leaves a job, it costs their company one to three
times that employee’s salary to replace them. One of
our clients, a leading convenience store chain in the
Eastern United States, confronted this reality during
some recent changes to its business model. These
changes made it necessary to have more leadership
in each store at any given time, and the rapid transition
was starting to cause recently promoted supervisors
and managers to leave while still in the management
onboarding process. They needed to bridge the skill
gap for those moving into leadership positions to
keep them confident, engaged, and employed. They
also needed an innovative and compelling program
that could be completed in a short timeline.
9 www.allencomm.com
 SOLUTION
The company partnered with AllenComm to create
training for new supervisors and managers who
lacked previous management experience and
didn’t have strong leadership skills. The customized
training mixed narrative videos with motion graphics
and simulations, creating an accessible competency
path that not only built procedural and technical
skills, but helped the learners believe that they could
be leaders. Small, easily digestible training modules
kept learners from feeling overwhelmed, and fun
simulation exercises focused on real-life activities
employees would find on the job. Celebrating
milestone achievements along the way gave the
learners confidence and increased motivation to
continue with the training process.

Delegate Activity 1 5 Minutes

Objective: Building Effective Teams.
Activity:
Identify 5 tasks that need to be addressed in
your store right now.
Identify the best person to take care of each
need.
Discuss your decisions with your Mentor.
RESULTS
AllenComm’s training solution engages the
learner quickly and early on, providing them
with the skills they need to become confident
managers or supervisors. As more employees
have completed the onboarding process, the
direct result was higher employee retention
and satisfaction, which saved this expanding
convenience store chain the high cost
associated with employee turnover.

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5 STICK THE LANDING
Best Practices for Successful
Onboarding Outcomes

Successful onboarding solutions are an ongoing

journey not a quick trip. Taking a high-level
approach to building and developing an onboarding
process will ensure an efficient journey that helps
new employees meet their performance objectives
on their way to becoming happy and productive
members of the team. Ideally, their success and
productivity should continue throughout the
employee’s tenure at the company.

Additional resources:
1. Global Skincare Company: Empowering a sales team from the start. (AllenComm, 2017)

2. Cisco: A plan to nuture talent rather than “buy” it from the outside. (Jennifer Chatman, 2004)

3. Onboarding statistics you need to know in an infographic. ([Infographic] The Onboarding Statistics
You Need to Know, 2015)

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THE ALLENCOMM
APPROACH
At AllenComm, we have found that strategically guiding new employees through three key types of
learning ensure a smooth flight for those responsible for the onboarding process and the new employee
(see figure 1).

1. INDIVIDUAL LEARNING: Capturing and leveraging what

motivates new hires.
• Situate: Personal Planner – With this tool, learners plot out their aspirations and create a
personalized plan of action using a matris alighted with company values

• Discover: Workflow Timelines – How does this work get done? This interactive timeline
provides a deeper dive on who does what, when, and where

• Connect: Skills Building – Targeted, role-specific and personalized training based on Skills
Inventory and the Personal Planner

• Champion: On-Demand BOK – This performance-support tool serves up reinforcement

and provides just-in-time answers from a dynamic, peer-rated body of knowledge

2. SOCIAL LEARNING: Mapping out and orienting employees

to the organization.
• Situate: Expert Stories – Learners use a portal app to record experts as they share what
they value in the culture. This facilitates quick transcription and prompts analysis

• Discover: Cohort Stand-Ups – Each day of the first week, learners meet with other learners
to share insights and troubleshoot roadblocks

• Connect: Community Contribution – During the first month, the learner will make their first
contribution to an active community of practice

• Champion: Mentor Match-Ups – Before the end of the first year, learners mentor other
new hires to practice sharing culture stories and to reinforce their experiences

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3. CONTEXTUAL LEARNING: Breaking things down to
enhance, not overwhelm.
• Situate: Augmented Reality Tour – Outside of the conventional guided tour, this portal app
alerts learners to key locations, site-based policies, meeting rooms, company trivia, and
more
• Discover: Using the same app for the AR Tour, learners map out the key people, locations,
and functions of their immediate work surroundings (with photos, notes, and sketches)
• Connect: Skills Inventory – Using this diagnostic, learners identify situational skills they
will need in the short-term and in the long-term
• Champion: Opportunity Analysis – By the end of the first year, the learner will identify and
pitch an opportunity for advancing the company’s values on their own team

ONBOARDING ASSESSMENT MATRIX

Figure 1. See below tables section for the full-size version of the Onboarding Assessment Matrix.

When you consider the costs of replacing an employee at 100-300% of their salary,
you’ll want to treat them like first-class passengers from the moment they accept the
offer. With proactive onboarding solution in place, your new hires and your company
will soar. (Keith Rollag S. P., 2005)

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WHAT ALLENCOMM CAN
DO TO HELP
Our team can quickly assess your organization’s in-house teams of L&D designers, consultants,
onboarding program to determine where artists, and technologists that have honed their
opportunities exist to elevate its performance. skills in some of the largest companies in the
world.
We can assess programs of any size or complexity.
Whether you have a business-unit-level process
or a coordinated global program, we have large

Here is what you can expect when you work with

AllenComm to elevate your onboarding program.
1. AUDIT AND ANALYSIS
• Our performance consultants will analyze your current program and determine what you can do
to elevate your existing onboarding process.

2. ASSET CREATION
• Our designers, creative, and technology teams can create media or technology components
to elevate your existing onboarding processes such as custom content, gamification, video,
simulations, or a centralized management portal.

3. PROGRAM DEVELOPMENT
• Our expert teams can assess and propose a complete solution that will precisely meet your needs
and requirements and ensure the best possible onboarding journey for your organization.

Ready to get started?

CONNECT WITH US

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WANT MORE?
Here you’ll find a more useful and bite-sized best practices and strategies. As you work to make your
onboarding process more successful consider the following (Talya N. Bauer, 2017):

• Implement the basics prior to the first day on the job

• Make the first day on the job special

• Use formal orientation programs

• Develop a written onboarding plan

• Make onboarding participatory

• Be sure your program is consistently implemented

• Ensure that the program is monitored every time

• Use technology to facilitate the process

• Use milestones, such as 30, 60, 90, and 120 days on the job —and up to
one-year post-organizational entry —to check in on employee progress

• Engage stakeholders in planning

• Include key stakeholder meetings as part of the program

• Be crystal clear with new employees in terms of:

- Objectives
- Timelines
- Roles
- Responsibilities

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REFERENCES
[Infographic] The Onboarding Statistics You Need to Know. (2015, January 16). Retrieved from
UrbanBound: http://www.urbanbound.com/blog/onboarding-infographic-statistics

AllenComm. (2017). Resources. Retrieved from www.allencomm.com: http://www.allencomm.com

resources/use-cases/onboarding-case-study-global-skin-care-leader/

AlliedHRIQ. (2012, May 2012). 2012 Allied Workforce Mobility Survey : Onboarding and Retention.

Allison M. Ellis, S. S. (2017, June 20). Your New Hires Won’t Succeed Unless You Onboard Them
Properly.

Bersin by Deloitte Research. (2014). Strategic Onboarding Can Help New Hires “Get Off on the Right
Foot” and Provide an On-ramp to Long-term Employee Success. Amsterdam: Bersin.

Beus, B. (2017, March 14). 5 Tips to Improve Onboarding and Retain Employees. Retrieved from TriNet:
https://www.trinet.com/hr-insights/blog/2017/5-tips-to-improve-onboarding-and-retain-employees

Brandon Hall Group. (2014). New Hire Learning Program Design at Philips Healthcare. Brandon Hall
Group.

Brandon Hall Group. (n.d.). Onboarding 2016: Seeking Improvement. Brandon Hall Group.

Bringing new hires on-board: How L’Oreal changed its approach. (2014, October 9). Retrieved from
WorldCity: https://www.worldcityweb.com/bringing-new-hires-on-board-how-l-oreal-changed-its-
approach

Cooper, B. B. (2016, February 1). Onboarding Best Practices: How the Smartest Companies Turn New
Hires Into Great Employees. Retrieved from foundr: https://foundr.com/onboarding-best-practices/

Daniel M. Cable, F. G. (2013, Spring). Reinventing Employee Onboarding. MITSloan Management

Review, 54(3).

Darwin, S. N. (2015, July 31). HCL’s Digital Open Innovation: Enhancing Business Model Effectiveness
through Talent and Customer Acquisition, Development, and Retention. BerkeleyHaas Case Series.

David Niu, F. T. (2016, March 6). American Express Open Forum. Retrieved from American Express:
https://www.americanexpress.com/us/small-business/openforum/articles/onboard-new-employees-
like-pros/

Ferrazzi, K. (2015, March 25). Technology Can Save Onboarding from Itself.

G&A Partners. (n.d.). The First 90 Days are “Make or Break”. Retrieved from www.gnapartners.com:
https://www.gnapartners.com/blog/why-an-employees-first-90-days-are-make-or-break/

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Godiva’s ‘Essentials Onboarding’ Gives Sellers a Strong Start (September 2017).

Grote, D. (2011, June 28). Making Onboarding Work.

Harvard Management Update. (2008, February 27). Rapid Onboarding at Capital One. Managing
People.

Human Capital Institute. (2016). Onboarding Outcomes: Fulfill New Hire Expectations. Pulse Talent.

Jenna Filipkowski, P. (2016). Onboarding Outcomes: Fulfill New Hire Expectations. Human Capital
Institution, The Global Associatoin of Talent Management. Cincinnati: Human Capital Institution.

Jennifer Chatman, C. O. (2004, October 15). Cisco Systems: Developing a Human Capital Strategy (A).
Berkeley-Haas Case Series.

Keith Rollag, S. P. (2005). Getting New Hires Up to Speed Quickly. MITSloan , Management Review.
Cambridge: MITSloan.

Leach, B. (2017, January 18). Employee Onboarding Best Practices to Reach You A-Game Faster.
Retrieved from www.unboxedtechnology.com: https://www.unboxedtechnology.com/employee-
onboarding-best-practices/

Mark Byford, M. D. (2017, May-June). Harvard Business Review. May-June 2017, pp. 78-86. Retrieved
from hbr.org: https://hbr.org/2017/05/onboarding-isnt-enough

Merriam Webster. (n.d.). Words We’re Watching: Onboarding. Retrieved from Merriam Webster: https:/
www.merriam-webster.com/words-at-play/words-were-watching-onboarding

Mueller, A. (2011, July 11). Investopedia. Retrieved from Investopedia: http://www.investopedia.com/

financial-edge/0711/the-cost-of-hiring-a-new-employee.aspx

Mueller, A. (2011, July 25). The Cost Of Hiring A New Employee. Retrieved from Investopedia: http://
www.investopedia.com/financial-edge/0711/the-cost-of-hiring-a-new-employee.aspx

Muir, C. (2016, March 24). How These 4 Companies Rule New Hire Onboarding. Retrieved from Click
Boarding: http://blog.clickboarding.com/how-these-4-companies-rule-new-hire-onboarding

National Association of Colleges and Employers (NACE). (2016, March 14). NACE. Retrieved from NACE:
http://www.naceweb.org/talent-acquisition/onboarding/onboarding-done-right-new-hire-
engagement-is-the-key/

Olson, B. (2017, April 20). The Simple Truths About Onboarding. Retrieved from essium.co: http://
essium.co/2017/04/the-simple-truths-about-onboarding/

Onboarding – Making New Employees More Effective Faster. (2014, October 17). Retrieved from
QuickBase: http://www.quickbase.com/blog/onboarding-making-new-employees-more-effective-
faster

Pappas, C. (2016, July 24). 7 Tips To Use Serious Games In Onboarding Online Training. Retrieved from
eLearning Industry: https://elearningindustry.com/use-serious-games-onboarding-online-training

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Quick Base. (2014, October 17). The Fast Track. Retrieved from www.quickbase.com: http://www.
quickbase.com/blog/onboarding-making-new-employees-more-effective-faster

Reduce Time to Productivity and Boost Employee Retention by Bringing Microlearning into
Onboarding. (n.d.). Retrieved from AllenComm: http://www.allencomm.com/resource/reduce-time-
productivity-boost-employee-retention-bringing-microlearning-onboarding/

Sweller, J. (n.d.). Instructional Design.org. Retrieved from Instructional Design: http://www.

instructionaldesign.org/theories/cognitive-load.html

Talya N. Bauer, P. (2017). Onboarding New Employees: Maximizing Success. SHRM Foundation.
Cincinnati: SHRM Foundation.

Tess Taylor, A. (2016, February 16). Forbes Brand Voice. Retrieved from forbes.com: https://www.forbes.
com/sites/adp/2016/02/17/employee-onboarding-strategies-have-a-longer-lasting-impact-than-you-
think/#5a80a5065bfe

The First 90 Days Are “Make Or Break”. (n.d.). Retrieved from G&A Partners: https://www.gnapartners.
com/blog/why-an-employees-first-90-days-are-make-or-break/

URBANBOUND. (n.d.). 4 Missing Elements of Your Onboarding Process.

Willyerd, K. (2012, December 12). Social Tools Can Improve Employee Onboarding.

WorldCity. (2014, October 9). WorldCity Web. Retrieved from https://www.worldcityweb.com/bringing-

new-hires-on-board-how-l-oreal-changed-its-approach/

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TABLES
Recently we surveyed our audience of L&D professionals to find out their
perspectives surrounding onboarding. The results reveal some interesting
insights on the current state of their onboarding programs including what they
primarily focus on and who is involved vs. who should be involved in the process.

(Limited survey results as of October 13, 2017)

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For full survey results and analysis take the survey.

GO TO SURVEY

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 ONBOARDING ASSESSMENT MATRIX

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