Summer Internship 2

(HR)
Nestlé: Benchmarking the Onboarding Process

Nidhi Shirodker SYBBA D-20-146

SS Dempo College of Commerce and Economics 6/18/22 Term 8

Declaration

I, Ms. Nidhi Deelip Shirodker hereby declare that this internship report entitled

‘Nestlé: Benchmarking the Onboarding Process’ has been prepared by me for the period of 6
weeks at Nestlé India Ltd., Ponda Factory, Usgao-Goa.

Under the guidance of Mr. Manish Kumar (HR Business Partner) and Mr. Santosh Balekundri
(HR Senior Executive), my internship at Nestlé India Ltd as a part of Bachelor of Business
Administration in second year at S.S. Dempo College of Commerce and Economics was
productive and concluded successfully.

I also declare that this project has not been submitted, nor shall it be submitted in the future to
any other university or institution for the award of any other degree or diploma.

Student Signature

Roll no.: D-20-146

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Acknowledgment

I, Nidhi Shirodker, a Second-Year student at SS Dempo College of Commerce and Economics,

BBA Department, would like to take this opportunity to thank everyone who played a major
role in allowing me to successfully complete my report.

My sincere gratitude goes to Mr. Santosh Balekundri, the HR Senior Executive and Mr. Vasant
Tendulkar for granting me this opportunity to do my research-based internship and project
work at Nestlé India Ltd.

I extend my gratitude to Mr. Manish Kumar, HRBP, for his time and patience with me during
these 6 weeks, and for giving me his guidance throughout my project, without which it would
not have been possible.

I am extremely grateful to my guide Miss Tania Shirodkar, and mentor Dr. Mamata Kane for
always supporting me through difficulties and giving me genuine advice whenever I had
doubts.

Finally, I would like to thank every employee at Nestlé who has helped me understand Nestlé’s
processes and has provided me with bits of extremely useful information, as well as my friends
and family for always encouraging me.

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Certificate from college

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Certificate from Nestlé

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Contents
Declaration ..................................................................................................................................... 1

Acknowledgment .......................................................................................................................... 2

Certificate from college ............................................................................................................... 3

Certificate from Nestlé .................................................................................................................. 4

Executive summary ....................................................................................................................... 6

Introduction .................................................................................................................................... 7

Nestlé Ponda Factory ................................................................................................................ 7

Organizational structure ........................................................................................................ 8

Human Resource Structure ................................................................................................... 8

Research problem ......................................................................................................................... 9

Research methodology .............................................................................................................. 10

Data Analysis and Findings......................................................................................................... 11

Onboarding at Nestlé ............................................................................................................. 11

Benchmarking: Onboarding experience at other F&B & Non-F&B factories .................. 13

1. Mondelēz ....................................................................................................................... 13

2. Pepsi Co. ........................................................................................................................ 14

3. Bosch .............................................................................................................................. 15

4. Hindustan Unilever ........................................................................................................ 16

5. Godrej ............................................................................................................................ 17

6. Larsen & Toubro ............................................................................................................ 18

Onboarding Tabular View .......................................................................................................... 19

Recommendations ...................................................................................................................... 20

Learnings ....................................................................................................................................... 21

References.................................................................................................................................... 22

Annexure....................................................................................................................................... 25

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Executive summary
The aim of this project was to compare various onboarding systems to Nestlé’s in order to
identify additional gaps which would help make Nestlé’s onboarding process better in terms of
either decreasing inconsistencies or helping new hires assimilate.

The current onboarding system is a 21-day process for Nestlé’s permanent employees. It has
been recently set up due to gaps with the previous onboarding process. Benchmarking would
be the best way to identify the differences among the onboarding process of Nestlé and its
competitors. A few F&B and non-F&B manufacturing organizations were chosen as Nestlé’s
competitors for this project based on their training and development advantages.

After the analysis, I found that Nestlé’s onboarding process has quite a few advantages over its
competitors, however there are some areas where they could improve, such as co-worker
connections, integrating technology and keeping track of employee doubts.

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Introduction
Nestlé India Ltd.

Nestlé is the largest food company in the world. Nestlé India is a subsidiary of Nestlé S.A. of
Switzerland. They produce and market nutritional foods and beverages. They manufacture
products such as Nescafé, Maggi, Milkybar, Kit Kat, Bar-One, Milkmaid and Nestea and in
recent years the Company has also introduced products of daily consumption and use such as
Nestlé Milk, Nestlé Slim Milk, Nestlé Dahi and Nestlé Jeera Raita. At the Ponda factory, Nestlé
only produces chocolates.

Their main objective is to sustainably provide nutritional food to people. Compliance,

sustainability and health and wellness are the three pillars that help in defining Nestlé’s
business principles. These principles govern everything in the organization.

Mission

Nestlé is...

...the world's leading nutrition, health and wellness company. Our mission of "Good Food,
Good Life" is to provide consumers with the best tasting, most nutritious choices in a wide
range of food and beverage categories and eating occasions, from morning to night.

Vision

To be a leading, competitive, Nutrition, Health and Wellness Company delivering improved

shareholder value by being a preferred corporate citizen, preferred employer, preferred supplier
selling preferred products.

Values

Guided by our values rooted in respect, we want to shape a better and healthier world.

“The Company insists on honesty, integrity and fairness in all aspects of its business and
expects the same in its relationships.”

Nestlé Ponda Factory

Total Employees- 2100

i. Fixed- 850
ii. Temporary- 120
iii. Contractual- 1208

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Organizational structure

Factory
Manager

Production 1 Supply Chain Human Industrial

Production 2
Prudction 3 Warehouse resource Performance

Application Corporate
Engineering Safety Finance
Group Affairs

Quality
Assurance

Human Resource Structure

HR HOD

Contractual
Employee Employee
Payroll HRBP Labour
Relations Service
Compliance

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Research problem
Benchmarking Nestlé’s new onboarding process with its competitors’.

Objectives:

• To gather data regarding the new onboarding process of Nestlé

• To gather data on competitor manufacturing and non-manufacturing companies’
onboarding process
• To combine strengths of the onboarding processes for Nestlé
• To analyse the differences in each companies’ process

Justification of the research problem

Around a third of new hires tend to resume job searching within the first 6 months, says Keith
Farrazi in his article ‘Technology can save onboarding from itself’. Replacing these employees
is not a piece of cake however. The costs of hiring, integrating new hires with the organization’s
flow, and training them are quite high and unavoidable. In addition, individuals looking for
jobs today have quite a few options to choose from, increasing the competition among
organizations for hiring and retaining the best. It is easier to retain employees within the first
few months of their joining than to replace them after they’ve quit. Which is why an effective
onboarding process is essential for organizations.

Current status

A new onboarding system of 21 days is being implemented. Evaluation of the new process in
ongoing. Benchmarking the new process with Nestlé’s competitors would help in identifying
what more can be done to improve the current process. Which is why, an analysis needs to be
done in order to combine strengths of each process.

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Research methodology
Type of research: Qualitative research

Nature: Strategic competitor analysis

Data collection design:

a) Primary data (Nestlé’s onboarding process)

• Discussions with the Human Resource Business Partner

b) Secondary data (Competitors’ onboarding process)

• Case study
Case studies were used to understand onboarding best practices and to compare them
to Nestlé’s onboarding practices.
• Online employee reviews (Blogs, Glassdoor, Indeed)
Employee reviews were used to gather other experience-based information on
competitors

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Data Analysis and Findings
Onboarding at Nestlé

1. New plan

Due to the gaps present in the existing plan, a new onboarding plan was created recently by the
HRBP. Nestlé’s business principles and values were kept in focus while creating the new
process. Research regarding other models of onboarding, scholarly and competitive, as well as
feedback from HODs, employees, managers and other stakeholders was used in creating the
new onboarding process.

2. Need for a new plan

In the previous onboarding plan, basic processes such as workplace setups (setting up desktops
for example) took weeks to happen. The new process is designed to be capable of reducing
interferences in such cases. It will also include a proper overview of Nestlé’s culture and values,
its history, and important information such as their code of business conduct, as this too was
quite inconsistent in the previous process.

3. Evaluation

The entire process is reviewed about every 6 months to keep it updated with the current
requirements. During the evaluation, HR checks whether targets (onboarding touchpoints) are
met successfully. If there were any issues, they are then investigated and decisions are made
accordingly.

The new process has a duration of 3 weeks and requires the HR to provide the new hire with
knowledge of the business, culture, factory processes, departments, the people, job profiles and
expectations. At the end of the process the employee will undergo evaluation for their training
and based on the evaluation the employee will pass the onboarding and should be ready to start
working. If new employees are unsure of anything, they are always welcome to take guidance
from the HR or their supervisors.

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 4. First day

On the first day at Nestlé, all employees are informed about three essential areas where they
have to follow certain protocols. These three areas are Hygiene, Safety and Security.
Employees are also given information about working hours, leaves, overtime (OT) and shift
timings. Punching cards are distributed and other employee paperwork is completed. A tour of
their work area, the canteen and restrooms is given on the following day.

5. Onboarding buddies

New hires weren’t well familiarized with their co-workers and that could have given them a
feeling of being left out. In the new process, Onboarding Buddies are assigned to new
employees. There are formal and informal buddies. Formal buddies will help the new hire
understand his job responsibilities and the informal buddy will assist the employee in exploring
the company culture.

6. Work culture

Every employee has to follow the Nestlé Code of

Business Conduct and the following principles guide
them in doing so:

• Avoid any conduct that could damage or risk

Nestlé or its reputation
• Act legally and honestly
• Put the Company’s interests ahead of personal
or other interests

‘Doing the right thing for the right reasons’, this is the
main objective of the compliance group. So, one of
the most noticeable aspects in Nestlé’s culture is
respect. Employees value their co-workers; they share
a bond that lets them rely on and trust each other.
They have a high regard for their supervisors, and this
mindset is followed in every department.

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Benchmarking: Onboarding experience at other F&B & Non-F&B
factories
1. Mondelēz
a) Culture
Employees are made aware from the beginning that their work environment is going to be
fast paced and quite flexible. Since Mondelēz is a consumer driven organization, it is their
top priority to provide value to their consumers. Feedback is just as important from
employees as it is from customers, and the company ensures that all feedback is heard and
acted on.

Diversity is given great importance and they make sure that every individual is given equal
opportunities. Employees are also encouraged to make their own decisions in their field of
expertise which gives them a sense of autonomy. The management is always supportive of
their interests. Their aim is producing quality and innovative products, and new hires can
also give their inputs and impact the formulation of some of their iconic products like Oreo
and Cadbury.

b) Technology: Onboarding through the metaverse

On 23rd May (2022), Mondelēz informed that they were planning on using Meta’s Oculus
VR headset to engage new hires during the onboarding process. The VR headset made it
possible for the new hires to meet the Mondelēz leadership and explore their branches all
over India. New hires could tour any part of the company form any part of the country. The
VR headsets would let new hires understand their role and experience how it plays out in
the big picture.

c) Training

Training programs are flexible and the organization includes virtual workshops, one-on-
one coaching sessions, volunteering opportunities and much more to help their employees
grow. From the time they join, new starters are made aware of the multiple career
opportunities they can get in order to climb the corporate ladder. But employees have to
prove themselves and are expected to have the right mindset and skills to capture these best
opportunities.

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 2. Pepsi Co.
a) Culture
The culture at Pepsi Co. is quite warm and open. New employees are made comfortable
and are invited to freely discuss their interests with the management as long as they don’t
violate any of their corporate values

b) Technology- Appical’s cloud-based system

Appical is a software company based in the Netherlands. They provide new age
technological solutions for human resource to various organizations. Pepsi Co. currently
uses Appical’s cloud-based system at their immersion stage. This is a standard e-learning
system that’s available for employees in Pepsi Co. branches all over the world. it ensures
that learning is consistent among all of their employees.
The system includes educational videos, informational webinars, slideshows with pop-up
quizzes, manuals, documents, and support materials. New hires can learn a lot about their
job responsibilities, meeting goals and about company operations through this system. It
takes care of every aspect of onboarding from pre-boarding to training, thus making the
whole process simple and efficient.

c) Onboarding Buddies
Instead of supervisors, an ‘Onboarding Buddy’ is assigned to the new employee and they
direct them through the entire process. Onboarding buddies are existing employees of the
company, and would know everything the new hire needs to know. Since they aren’t
managers, the new starter would feel more comfortable during their onboarding.

d) Engagement activities

Everyone has to welcome the new employee. As new employees can feel a little lost during
their first week, it gets impossible for them to remember all people they meet. For this
reason, employees try to welcome the new hire in small teams.

New hires are also encouraged to try out the company’s products. They can then make
comparisons and ratings of each product. If new starters are hired in groups, this fun activity
helps them get along with each other quickly.

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 3. Bosch
“Working at Bosch means sticking together: with a clear mission, a clear focus, and clear values
to live and work by: We are Bosch.”

The work culture is employee friendly. Seniors are willing to mentor the new comers, and
there’s a pleasant atmosphere all around. Employees often receive recognition for their work.
Whatever goals employees have, their supervisors are supportive and flexible.

Pre-onboarding- welcome messages and videos from their future supervisors and colleagues.
Bosch also hosts career discussion meetings at which personal development ideas are addressed
at an early stage.

Buddy program- The Buddy are contacts who are assigned to the new employees to help them
settle in. It’s their job to ensure rapid integration into the work team. They also provide the IT
equipment and make sure that newcomers have the necessary tools to work from home. For a
fresher, on the job training will be provided before putting into any team.

Virtual coffee breaks- they also integrate new employees using e-learning opportunities and
online meetings. They send invitations to virtual coffee breaks with management and
colleagues to facilitate contacts and good relationships.

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 4. Hindustan Unilever
a) Culture

The work culture is driven by ethics and code of conduct and people are the assets and
valued by the company. HUL's performance management and reward processes are geared
to building a high performance and execution focused culture. Work culture is pretty much
hierarchical but open at the same time where you are supposed to work according to your
superior and yet freely express your thoughts. Employees have a high degree of
independence and talent is recognised by the company in general, although there are
exceptions everywhere.

b) Training
Managerial recruits get an extensive cross functional experience through live projects and
learning assignments, including rural & international exposure, within 12-15 months
preparing them for bigger responsibilities very early in their careers.
Interns go through an enriching learning experience by managing live projects that have a
direct and huge impact on the business.
Apart from this, they ensure that there are year-round leadership training programmes,
global job opportunities. Employees’ potential is mapped and a three-year career projection
is prepared, should they choose to stay on in the company.
The company uses the '70-20-10' model for developing its workforce. Nearly 70% of the
learning happens on the job, 20% through mentoring and 10% in training courses.

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 5. Godrej
a) Culture
Innovation is of great importance to Godrej, and they are very focused on driving
innovation-led growth across their different categories. As category leaders, they believe
that they must keep innovating and finding new ways to grow their categories.

An intern at Godrej states the following, ‘I believe that Godrej stands out because they
really take their employees seriously. They did a really good job in onboarding us and then
making us feel a part of them.’ She also stated that, “the onboarding started way before the
internship was supposed to start, which shows that Godrej prioritizes their employees as
well.”

b) Technology
Onboarding also takes place through online meetings. The entire HR team interacts with
new employees on a regular basis, and they helped them interact with one another and make
sure that we do not feel anxious in the virtual setup. Employees play games together, and
are encouraged to participate in various activities organized by the team, which allows them
to get to know their colleagues as well as other new employees.

c) Training
As part of training initiatives, they host practical sessions, role plays and safety
competitions. Over the last few years, they have focused on improving safety awareness
among all team members, including their contractual workforce.

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 6. Larsen & Toubro
a) Technology

While many companies are focusing on hiring freshers, Larsen & Toubro is focusing on
creating talent that is groomed for industry requirements. To support this the company
launched an app-based learning platform recently

Prayag- in 2020, L&T's commitment to future ‘Imagineers’ led us to design a unique and
award-winning virtual onboarding programme. Initiatives like remote joining, virtual
induction, know your leader series and virtual tours are now institutionalised as best
practices.

Prayag is majorly divided in two parts: the first 10 days is the Corporate HR training and
then they have technical and engineering hands on training for 15 days. During the first
two weeks, there’s also one day outing for team building activities. Corporate HR training
includes introduction to various businesses that L&T has, sessions on improvement of soft
skills, self-finance, corporate social responsibility etc. Various technical and engineering
topics are covered from CAD, CAM, CNC, Fabrication, Soldering to IOT, PLC, MS
EXCEL etc.

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Onboarding Tabular View
Tabular view of the strengths and differences of Nestlé’s and its competitors’
onboarding

Nestlé Mondelēz Pepsi Co. Bosch Unilever Godrej L&T

Work Respect Fast-paced Open/Lively Open/Friendly Autonomy Agile Supportive

Culture
Compliance Flexible Supportive Supportive Performance Inclusive Growth
and main driven driven
concern Quality Quality Performance Growth Performance
driven driven Sustainability driven Sustainability
Sustainability Innovation
Innovation Flexible Innovative Innovation

Technology Nestlé Integrating Appical’s Virtual - Virtual Prayag (App-

Employee Metaverse cloud-based meetings meetings based
Portal technology system learning
platform)

Training Formal and Workshops, Onboarding Buddy Live projects Practical Prayag-
Informal one-on-one buddy program and sessions
onboarding coaching assignments HR training-
buddies sessions, Educational Career Role plays 10 days
volunteering videos, discussion 70-20-10
On-the-job opportunity webinars, meets model Competitions Hands-on
training slideshows training- 15
pop-up E-Learning Leadership days
quizzes training

Engagement Workshops - Tasting and Virtual coffee Mapping Games and -

rating breaks employee team
Birthday company potential- 3- building
notices products year career activities
projection
Celebratory
chocolates

It is a huge task to train a new hire. During our induction, I noticed a lot of our trainers were
quite busy with their own jobs and could not give us the necessary information on time. Nestlé
is at an advantage with the new onboarding plan which assigns two onboarding buddies for a
new hire. Delegating the process into formal and informal reduces the number of duties one
employee (the onboarding buddy) has to handle, which allows the employee/ onboarding buddy
to take a break from it and be able to give the new hire her/his best the next time, as well as be
able to perform their job the same as before.

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Recommendations
• Getting to know people

One of the things that helped me get comfortable at Nestlé was getting introduced to the
employees from different departments at Nestlé. New hires must always be given a warm
welcome from their potential co-workers. It’s even better if at least two people from each
department introduced themselves and got to know the new employee. This could make the
employee feel a little less lost in her/his first week. This would also be a great opportunity for
the new hire to make some connections throughout the organization.

• Lack of technology in the onboarding process:

Although efforts are being made to automate certain HR functions, Nestlé’s onboarding process
lacks technological integration. Some parts of the onboarding process can be done virtually but
currently aren’t, such as the paperwork that builds up when new hires/interns/apprentices join.
In this particular case the necessary documents could be produced in a digital format, which
can then be edited (if needed), stored in the servers and automatically generated on their
systems when required. This would reduce the amount of paper collected and stored at the HR
office, and not to mention it would be eco-friendly.

• Employee doubts

The process is fairly new, so evaluation techniques for the new process should also be updated.
My final piece of recommendation comes from an observation I made during the internship.
Keeping a track of employee doubts as their onboarding unfolds by noting them down can
come in handy. Since employees are going through the process, they would know which areas
made them confused and needed a recap. Noting down employee doubts would help create a
database of information that’ll help the HR team identify areas that are usually unclear to the
new hire, or questions the new hire had that is common among most new hires. These areas
can be focused on in further detail for existing and future new hires.

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Learnings

• Explored the quality assurance, human resource, finance, production, supply chain,
industrial performance, engineering, and safety departments for a departmental
overview.
• Studied onboarding in detail and learnt about the various onboarding touchpoints
• Learnt about power automate and how to run it.

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References
Introduction

• https://www.Nestlé.com/aboutus
• https://www.Nestlé.com/aboutus/businessprinciples/code-of-business-conduct

Research problem → justification

• https://www.strayboots.com/blog/why-is-onboarding-so-important/
• https://hbr.org/2015/03/technology-can-save-onboarding-from-itself
• https://scholar.googleusercontent.com/scholar?q=cache:CPoqwJUZk2gJ:scholar.google.c
om/+impact+of+onboarding+on+retention&hl=en&as_sdt=0,5
• https://www.zoho.com/people/hrknowledgehive/What-are-the-four-phases-of-
onboarding.html
• https://www.linkedin.com/business/talent/blog/talent-acquisition/employer-branding

Questionnaire

• https://www.questionpro.com/blog/employee-onboarding/
• https://www.qualtrics.com/experience-management/employee/employee-onboarding-
survey-questions/
• https://surveysparrow.com/blog/onboarding-survey-
questions/#:~:text=%20Here%20are%20some%20questions%20you%20can%20ask,need
%20to%20do%20your%20job%20better%3F%20More%20

Benchmarking

Mondelēz

• https://www.businesstoday.in/latest/story/Mondelēz -india-brings-in-vr-for-
onboarding-new-hires-334724-2022-05-23
• https://www.thehindubusinessline.com/companies/Mondelēz -india-turns-to-virtual-
reality-for-onboarding-new-hires/article65426697.ece
• https://hr.economictimes.indiatimes.com/news/hrtech/Mondelēz -india-introduces-
metaverse-onboarding/91746863

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 • https://www.Mondelēz international.com/News/Business-Insights-Why-Mondelēz -
International
• https://www.mondelezinternational.com/News/More-Ways-to-Grow

Pepsi Co.

• https://www.linkedin.com/pulse/on-boarding-new-employee-what-i-learned-pepsico-
iris-koning/
• https://www.benefitnews.com/news/pepsico-improves-onboarding-with-appical-app
• https://stories.pepsicojobs.com/blog/2020/07/01/celebrating-pepsico-culture/

Bosch

• https://www.boschservicesolutions.com/en/stories/digital-onboarding-at-bosch-
service-solutions/
• https://sightsinplus.com/news/jobs-news/robert-bosch-engineering-to-hire-1000-
freshers-and-1500-experienced-people-this-year/
• https://www.quora.com/How-is-the-work-culture-at-Bosch-RBEI-Bangalore-How-
about-ECP
• https://www.bosch.com/careers/why-bosch/culture-and-benefits/

Larson & Toubro

• https://www.quora.com/What-Prayag-training-program-is-included-in-Larsen-Toubro
• https://www.larsentoubro.com/corporate/careers/campus-recruitment/

Hindustan Unilever

• https://economictimes.indiatimes.com/news/company/corporate-trends/at-hindustan-
unilever-leadership-training-is-an-organisational-
goal/articleshow/8843840.cms?utm_source=contentofinterest&utm_medium=text&ut
m_campaign=cppst
• https://www.quora.com/How-is-the-work-culture-at-Hindustan-Unilever-Limited

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 • https://www.hul.co.in/news/press-releases/2016/hul-is-the-no-1-employer-of-hoice-
in-india-for-fifth-successive-year/

Godrej

• https://www.godrejcp.com/annual-reports/2018-19/business-model

• https://insideiim.com/summer-internship-experience-2021-godrej-consumer-products-
limited-aakriti-bansal-imt-ghaziabad

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Annexure
A. Onboarding touchpoints

A good onboarding programme includes orientation, job-

specific training, introductions, culture acclimation and
follow-ups.

The following checklist guided the discussion with the

HRBP

• Pre-onboarding
Welcome e-mails/messages
Introductory calls?
Helping new hires prep their paperwork
Pre-boarding checklist
• First Day
Onboarding guide
Introducing supervisors and Co-workers
(departmental interactions- creating a rapport)
Computer login, key cards etc.
Nestlé policies etc.
• Orientation
Work tour- organizational structure
Job expectations- duties
Nestlé’s culture
• Training
On-site training
Using a learning management system
SMART goals
• Performance
Evaluation
Give feedback
Take feedback (throughout)

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B. Onboarding process flow

• Welcome e-
mails/messages
Pre- • Helping new hires prep
onboarding their paperwork
• Pre-boarding checklist

• Onboarding guide
• Introducing co-workers
First Day • Workplace setups
• Nestlé principles/guidelines

• Work tour
Orientation • Job expectations
• Nestlé’s culture

• On-site training
• Using a learning
Training management system
• SMART goals

• Evaluation
Performance • Give feedback
• Take feedback

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C. New Hire Questionnaire

The questionnaire was prepared in order to gather employee feedback on the new onboarding
process. It follows the structure of a semi-structured interview.

General inquiry

• Name

• Weeks/ Months/ Years at Nestlé

• Current job

• Previous job, company name (if any)

Onboarding Questionnaire

1) Were your interactions during your first week at Nestlé welcoming?

a. Which aspects of those interactions made you feel comfortable?

2) Did you feel your induction was comprehensive (information and training)?

a. Were there any information gaps?

b. Was it easy to communicate your doubts with your guides? (Clear, easy-going
conversations)

c. Is there something you were curious about, but wasn’t mentioned during the
induction?

3) Was your training engaging?

a. Were job expectations clearly set for you?

b. Did you receive feedback constantly?

c. What were some aspects of the training you enjoyed?

4) Did you feel well-equipped to perform your job after the induction?

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 a. Were you able to achieve your training goals?

b. Was your feedback useful?

5) Were your guides helpful in times of doubt?

a. Have your supervisors/co-workers been supportive?

6) Have you been given growth opportunities?

a. Which areas of growth interest you?

7) Did we meet your expectations during the onboarding process?

a. What could we additionally do to improve the onboarding experience?

b. Which part of your induction excited you the most? (Most memorable induction
moment)

8) Additional feedback.

-Verbal expression of gratitude-

- END -

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