New Hire Onboarding Maturity Assessment
We measure an organization’s onboarding program along an Onboarding Maturity Spectrum, ranging from Basic (Stage 1) to World-Class (Stage 5). Organizations who build and maintain World-Class onboarding programs yield the greatest benefits to their people and drive better business outcomes (ROI). Get started on this short assessment to see where your organization's onboarding program stands.
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The administrative activities required to get new hires ready to work on Day 1
(Please select if you identify between stages)
Aims to teach hires about culture, how to succeed in the organization, and includes some development components beyond orientation
A designed experience that teaches org culture and strategy, supports interpersonal network development, provides early career support and job readiness skills
Which onboarding definition best matches with your organization's current state?
01 / 09
Which best represents the timing of how your onboarding content is delivered today?
Vast majority of content is delivered on Day 1 or during Week 1
The entire onboarding experience and all content is squeezed into the first 90 days
Even distribution of content over new hire's onboarding experience, typically over a 4-6 month period
Distributed, paced, and reinforced: even distribution of content with experiences designed to reinforce key lessons and values
Content delivery is deferred to when new hire has appropriate context to absorb and process, experience lasts ~12 months
02 / 09
How consistent and coordinated is the experience across your entire organization?
No consistency across the org., program delivered ad-hoc by geography/BU
Mostly Ad Ad-hoc with some consistent enterprise-wide elements
Some enterprise-wide consistency and sharing of best practices across org.
Enterprise-wide consistency but little to no customization at local level
Enterprise-wide consistent framework customized to local requirements
03 / 09
How sophisticated is your organization at measuring the success of onboarding?
No formalized methodology, some ad-hoc feedback collected
Survey immediately
Onboarding specific metrics, tracked at multiple points in time
Measure new hire and supervisor experience, complement with additional HR data
Maintain enterprise enterprise-level view of metrics, and measure impact toward achieving goals
04 / 09
How does your organization use technology to support onboarding today?
Technology supports day 1 admin requirements (i.e., paperwork) but is not used as a learning enabler or for workflow
Technology supports learning in select pockets of the organization, (e.g., some trainings delivered virtually, limited workflow)
Technology is an enabler for learning, social networking, and/or early career development for at least some employee populations/geographies
Technology is used as an enabler for learning, social networking, and/or early career development at an enterprise level
In addition to being a fully leveraged enabler, the org. is also measuring technology effectiveness to understand the ROI of its tech investment
05 / 09
How well are roles and responsibilities (R&R) defined and understood at your organization?
No codification of R&R
Limited codification of R&R
Guidelines, checklists and other R&R support are available, adoption limited
R&R established and there is an enterprise-level governance structure to ensure accountability and compliance
Well defined R&R leads to instinctual delivery by role players
06 / 09
What is the breadth and depth of your onboarding program content?
Contains a little attention to culture, strategy, interpersonal network development and/or early career support
Contains some content addressing culture, strategy, interpersonal network development and early career support
Onboarding content across all five content areas to varying degrees throughout entire onboarding period
07 / 09
Which description best matches the kind of content used in your onboarding?
Content is delivered in a relatively traditional format, e.g., PPT presentation, paper handouts
Degree of engaging content varies by BU, no engaging content offered at the enterprise level
Some engaging or interactive content at the enterprise level, e.g., brief films used during orientation
Engaging or interactive content is used for all new hire levels and across all phases of onboarding
Engaging or interactive content isused throughout the new hire experience and engagement level
08 / 09
What kind of impact has your onboarding had at your organization?
Not sure or low impact: Low engagement survey scores for onboarding questions and/or negative word-of-mouth feedback
Moderate impact: average engagement survey scores for onboarding questions, and/or mixed word-of -mouth feedback
High impact: extremely high ratings on engagement survey, very positive word-of-mouth feedback
09 / 09
Your Organization is at Stage 1
Basic design and programming (e.g. just orientation) “Fire-hose” approach to content delivery Measurement is limited to ad hoc feedback collected during or after orientation
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North America
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Based on source material created and developed by Mark A. Stein, Lilith Christiansen, Kaiser Associates, Inc. Used by permission.
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Your Organization is at Stage 2
Emerging design and programming (e.g., beyond orientation) Some content delivered before day 1 Program measurement includes a standard new hire survey, likely within the first 90 days
Your Organization is at Stage 3
Progressing design and programming (e.g., longer duration, greater mix of onboarding margin elements) More content delivered in a distributed fashion Onboarding-specific metrics tracked at multiple points in time
Your Organization is at Stage 4
Advanced design and programming reflective of onboarding margin pillars and phases Some deferred content for when new hires have context Surveys of key roles (e.g., new hire’s manager) used to assess program impact
Your Organization is at Stage 5
World-class design and programming that reflects all onboarding margin pillars and phases. New hires have sufficient context before receiving content Some predictive measurement of program impact on business objectives
