HRMN-Onboarding

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Transferring Learning and Evaluating Results: How Do You Demonstrate Success?

In This Chapter

• Value of measurement and evaluation in onboarding • Understanding metrics, measurement, and evaluation • Benefits of evaluating onboarding programs • Communicating results

n onboarding program’s implementation is not complete without a measurement and evaluation component that reflects the Kirkpatrick model for evaluation and the Phillips model for metrics and ROI. Like any business process, onboarding programs require consistent measurement and reporting. However, according to the by HR Daily Advisor2017 Strategic Onboarding Survey Report

Research, 45 percent of survey participants did not evaluate their onboarding programs. In another study conducted by Kronos and the Human Capital Institute, 55 percent of companies reported that they lacked the tools to measure the effectiveness of their onboarding programs (Filipkowski, Heinsch, and Wiete 2017).

According to Deloitte’s only 22 percent of HR professionalsGlobal Human Capital Trends Study 2015, have the data, business skill set, and mindset necessary for business success. Deloitte goes further to state that even the most data-knowledgeable HR teams may not be conversant about their company’s financial and business strategy, or able to articulate the value of programs, plans, and decisions that they make for employees in business terms.

This book has built a case for how onboarding starts with the recruitment and selection process. Now we’ll take you through the evaluation process for your onboarding program. Certainly, the best candidates, whether new to the company or new to the role, call for the best onboarding program that the company can provide to connect and stay connected with them. Thus, onboarding, even though many of its components rely on checklists to ensure task completion, is more than a checklist.

But how is the completion of checklists related to the program’s evaluation? How do checklists make a difference? They are one way, among others, for organizations to calculate return on investment, confirm they retain talent, document lower turnover rates, and assess revenue levels as a result of onboarding.

PRO TIP The best way to link the results of your onboarding program to business results is by establishing relationships between business and

C o p y r i g h t 2 0 1 8 . A s s o c i a t i o n F o r T a l e n t D e v e l o p m e n t .

A l l r i g h t s r e s e r v e d . M a y n o t b e r e p r o d u c e d i n a n y f o r m w i t h o u t p e r m i s s i o n f r o m t h e p u b l i s h e r , e x c e p t f a i r u s e s p e r m i t t e d u n d e r U . S . o r a p p l i c a b l e c o p y r i g h t l a w .

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HR metrics, such as employee turnover and employee engagement.

Employee engagement is a measure tied to business results that has to be carefully monitored throughout onboarding and afterward. According to Kevin Sheridan (2012) in the 10 mainBuilding a Magnetic Culture, drivers for early engagement by new hires are:

• career development • strategy and mission • job content • availability of resources to perform the job effectively • senior management’s relationship with employees • recognition • direct supervisor or manager leadership abilities • open and effective communication • co-worker satisfaction and cooperation • organizational culture.

These engagement drivers have all been addressed throughout the onboarding process we have discussed. They will have an impact on employee retention, which is the main company concern after employee selection.

RESOURCE In we discuss the entire employee engagementCutting Through the Noise: The Right Employee Engagement Strategies for You, process, provide various tools to foster employee engagement, and link engagement to business results (Dávila and Piña-Ramírez 2013).

Here’s an example of a missed opportunity for early engagement:

Pandora’s Story Pandora is the human resources generalist in charge of the general onboarding program for a chain of mass-market household goods retail stores. Three years ago, her company selected an off-the-shelf web-based program and customized it to address the company’s basic history, mission, vision, and values. Information about employee benefits, general company policies and practices, and the employee handbook are also included in this program, which takes about eight hours to complete. Short videos about the importance of employee engagement are included, but the stories and characters in these videos are not representative of the employee population at the stores.

When Pandora presented the last turnover data report to senior management, some questioned why cashiers were leaving before completing their first year with the company. Their exits cost about $3,000 per cashier in resources such as hiring time, HR staff time, job posting fees, and interviewing time, plus employee time spent on the online program. There were also overtime costs incurred by those cashiers who covered the shifts for new employees who were not yet proficient at their jobs. In addition, employee engagement scores for the cashiers’ group were at historically low levels. The district manager said that the problem was that new employees were disappointed because there was no onboarding.

Pandora became defensive, immediately responding that they had an online onboarding program. She placed the blame on managers and supervisors who did not follow up on the program and left cashiers alone to do their work soon after they received training. Senior managers did not agree with Pandora and requested action. They wanted a cost-effective onboarding program that would reduce the time cashiers needed to become proficient at their jobs.

When Pandora reviewed exit interview data she found employee comments about not having the information and tools needed to do their jobs. She also found that employees were not completing the online onboarding process. She knew that this information would not satisfy the senior managers. Instead, she needed to explain the costs of onboarding versus the costs of replacing employees and

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be proactive about measuring the program’s financial impact to get senior managers’ attention and support.

The Value of Measurement and Evaluation in Onboarding Because onboarding continues after employee orientation ends, companies can measure its impact along the way and establish clear connections with employee performance. Let’s meet Ylde.

Ylde’s Story Ylde received a disciplinary action after four weeks on the job for not following the company’s email policy. Víctor, Ylde’s supervisor and the policy writer, indicated that Ylde was using company property for personal purposes during working hours, which was not allowed.

Ylde argued that in his previous job employees were allowed to use company email for some personal purposes. He said that he had not received information about the policy during what he believed was his role-specific onboarding, and he was simply following what everybody else was doing.

Yadira, the human resources generalist assigned to his business unit, confirmed that Víctor had reduced Ylde’s onboarding and that Ylde had never signed the employee handbook acknowledgment in the system. Further, Víctor had not given Ylde any role-specific onboarding or met with him except to give him the policy memo.

With the negative impact of such an oversight on the business, companies cannot afford to wait until a disciplinary action comes up to find out that employee onboarding was not conducted properly. Situations such as Ylde’s highlight the importance of measuring, tracking, and evaluating onboarding programs.

Some statistics will help clarify the importance of evaluation. According to a report by Talya Bauer for the SHRM Foundation in 2010, more than 25 percent of employees experience career transitions each year, 50 percent of hourly workers leave during their first four months of employment, and 50 percent of senior outside hires fail at their jobs within 18 months. Roy Maurer, writing for SHRM in 2015, reported similar trends. Of about a thousand respondents to a 2014 survey by BambooHR, “[a]bout one third of new hires who had quit said they’d barely had any onboarding or none at all and 15 percent of respondents noted that lack of an effective onboarding program contributed to their decision to quit.”

These percentages represent a significant impact on the company’s bottom line. But, what should you measure?

In business, what gets measured is what receives attention and is valuable. New employees are an important investment for the future of the company—the average cost per hire is $4,129 (SHRM 2016) and that becomes much higher for executives. In addition, replacement costs can equal as much as twice an employee’s annual salary (Maurer 2015). This investment demands a carefully planned measurement and evaluation process. Evaluations also provide information about what worked well and what did not, as well as the perceptions of what is being done to make future onboarding program implementations more effective.

Metrics and evaluation provide the information you need to champion change in your organization, and your findings will demonstrate your company’s competitive position, particularly if you compare data from before and after implementing the onboarding program. Most businesses are well served by the metrics they’ve already collected for other purposes—such as turnover rate, employee retention, and transaction rates—when they evaluate their onboarding programs.

As programs become more linked to business strategy, conversations about why companies invest, how they invest, and what return they get on their investment become part of the day-to-day operations. Numbers say it all. Measure what you can control.

Metrics, Measurement, and Evaluation In our practice we still find many professionals using the terms and metrics, measurement, evaluation interchangeably. Let’s define what we mean by these terms within the context of evaluating onboarding program results:

• refers to standards of performance and progress, also known as key performance indicatorsMetrics

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(KPIs), that can be quantified, such as net sales, revenue growth, employee turnover, and recruitment costs.

• pertains to the actual process of assigning value to those metrics, such as calculatingMeasurement onboarding costs, obtaining employee time to productivity, and assigning performance ratings.

• involves analyzing and making judgments about information obtained through formativeEvaluation (sequentially over a period of time) or summative (at the end of the process or program) measurement.

There are many benefits of measuring and evaluating onboarding programs, including: • obtaining consistent information to compare over time to track the impact of the program (for

example, how long are employees staying with the company) • quantifying the scope of the challenge and costs to justify current and future investments in

onboarding • collecting a baseline against which to compare progress and sustain buy-in as the business determines

how onboarding is affecting its bottom line (for example, reduction in time to productivity) • comparing the results of your company’s program with those of other companies when publicly

available (for example, a reduction in the number of accidents and errors) • addressing any affirmative action issues as you document profiles of participants across program

components • determining how the program contributes to the business so the company can set priorities • giving a real sense of the importance of onboarding programs for the business, so that decision makers

see its value through data.

PRO TIP When you focus on business outcomes, be sure to consider performance rather than just activity.

RESOURCE “How to Measure the Return on Your HR Investment: Using ROI to Demonstrate Business Impact” by Jack and Patti Phillips (2002) provides foundation about ROI you can use for your program. This creates a structure to measure results based on a proven approach.

One way to increase management’s awareness of the importance of measurement and evaluation is to highlight the actual costs of onboarding programs and the potential costs if they are not done correctly. In addition to the straight costs of onboarding an employee, companies need to look at other hidden costs when considering associated recruitment costs, such as the cost of losing the best candidate for a position due to an inappropriate onboarding program.

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PRO TIP According to a survey from Korn Ferry (2017), 90 percent of responding executives said they believed onboarding programs were key to retaining employees. The majority of those surveyed stated that between 10 and 25 percent of new hires leave within their first six months of employment.

Measures and Indicators Use a variety of measures and indicators for each onboarding component, such as those shown in , Tables 5-1

, and . Remember to start with metrics that are already available. If you try to collect every single one,5-2 5-3 especially if you do so simultaneously, it could be confusing and difficult to sustain.

PRO TIP Gather feedback from onboarding participants using surveys, interviews, focus groups, follow-up sessions, questionnaires, and on-the-job observations. It is best to collect information from different sources so that you can compare results to identify and track trends.

Table 5-1. Suggested Metrics for Onboarding Programs: Pre-Onboarding

Metrics What to Collect Owner

Recruitment Metrics • Number of applicants • Number of applicants interviewed • Number of offers extended • Number of offers accepted • Time to hire • Time to start

Human Resources

Interview Costs • Time costs for all participants • Materials, travel, and meal costs (usually for executives or

highly specialized job offers)

Human Resources

Testing Costs • Costs of administering skills, personality, competency, knowledge, and drug tests if applicable

Learning and Development

Human Resources

Welcome Packet Costs • Costs of design, printing, and copies of materials • Costs of promotional materials to reinforce brand

Learning and Development

Marketing and Communications

Communications Costs • Costs of announcement design, printing, display about new or new-to-role employees

• Frequently asked questions for staff

Human Resources, Learning and Development, and Communications

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Staff Time • Preparation for pre-onboarding phase according to role • Participation in pre-onboarding phase according to role

Various Departments

Table 5-2. Suggested Metrics for Onboarding Programs: General Onboarding

Metrics What to Collect Owner

Orientation Material Costs • Design, printing, and copies of materials • Promotional materials to reinforce brand

Learning and Development

Computer Room Use • Rental or use of computer training rooms • Costs of technical support staff

Learning and Development

Information Systems

Facilitator’s Preparation • Time for facilitators to review content and get ready for orientation

• Costs of training subject matter experts as facilitators

Learning and Development

Facilitator Time • Time to deliver content and general orientation Various Departments (including L&D)

Participant Evaluation Forms • Form design, printing, and tabulation • Design and tabulation in electronic form (if available)

Learning and Development

New Employee Satisfaction • Survey design and administration in paper or electronic form Learning and Development

Rate of Compliance With Legal Issues

• Documentation requirements • Time worked reported • Overtime rules • Progressive discipline process • Mandatory training

Human Resources

Retention Rates • Number of employees who stay after 30, 60, or 90 days, and one year

Human Resources

Turnover Rates • Number of employees who leave the company after 30, 60, or 90 days, and one year

Human Resources

TOOL Get participant feedback by adapting the “Evaluation Forms” at the end of this chapter. Use the orientation feedback form to get new and new-to-role employee input about the orientation. After employees have been onboarded, have them fill out onboarding feedback forms at 30 and 90 days.

Table 5-3. Suggested Metrics for Onboarding Programs: Role-Specific Onboarding

Metrics What to Collect Owner

Onboarding Costs • Meetings and special sessions • Role-specific training • Travel • Meals • Team activities • Targeted materials • Workspace set up at the department level

Learning and Development

Departments and Units Involved

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Time to Productivity vs. Average Tenured Employee

• Amount of time it takes employees to perform at comparable level of those of average tenure

Departments and Units

Check-In With Manager at 30 Days

• Role understanding • Alignment between role and employee expectations • Suggestions to improve onboarding

Learning and Development

Check-In With Manager at 60 Days

• Enablers and barriers for success • Resources that have been the most and least helpful • Ability to meet manager’s expectations • Sense of accomplishment

Learning and Development

Check-In With Manager at 90 Days

• Enablers and barriers for success • Resources that have been the most and least helpful • Ability to meet manager’s expectations • Sense of accomplishment

Learning and Development

Annual Performance Review • Results of performance review and evaluation Managers Human Resources

Employee Engagement • Engagement results for employees with one year or less of tenure

Learning and Development

Employee Onboarding Satisfaction

• Satisfaction with entire onboarding program, measured either by phase or at the end

Learning and Development

Manager Onboarding Satisfaction

• Satisfaction with entire onboarding program, measured either by phase or at the end

Learning and Development

Customer Satisfaction • Satisfaction of internal and external customers with services provided by new or new-to-role employee

Learning and Development

Productivity after 30, 60, and 90 days

• Department’s indicators of productivity Department or Unit

Exit Interview • Information about why employees leave the company Human Resources

Stay Interviews • Information about what makes an employee stay in the company

Learning and Development

TOOL A simple survey, such as the “Sample Onboarding Survey” included at the end of this chapter, can provide useful information without overburdening participants. Include an email to introduce the request to complete the survey.

The following formulas will help you calculate some of the most commonly used metrics to evaluate your onboarding program.

Turnover Rate The turnover rate tells you how many employees left the company. You need to be alert for any changes in turnover rates because of the cost that turnover represents for the business.

To calculate employee turnover rates, select the timeframe (for example, one year), divide the number of employee separations by the average number of active employees during that timeframe, then multiply by 100.

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Retention Rates The retention rate tells you how many employees stayed in the company.

To calculate the retention rate, which is a percentage, select the end of the timeframe (for example, one year), divide the total number of employees still employed at the start of the time period, then multiply this number by 100.

Average Time to Fill The average time to fill refers to the ratio between how many days positions are open and the total number of positions open. To calculate the average time to fill, divide the total number of days that positions are open by the total number of positions open.

Cost per Hire The cost per hire considers the external and internal costs related to bringing a new employee into the company, to determine the average cost to hire a new employee. To calculate cost per hire, divide the total of all external costs by the total of all internal costs, then multiply by 100.

PRO TIP Find out which metrics are more appealing to your stakeholders, such as cost of hiring, time to productivity, time to hire, or results of exit interviews. Stakeholders will be more receptive to metrics that track costs and productivity.

Check-Ins and Interviews Managers should check in with new and new-to-role employees periodically to make sure their needs are being met and to gather feedback about the onboarding process. In addition, exit and stay interviews also give you valuable information for your onboarding program’s evaluation.

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TOOL The “Manager’s Check-In Meeting Guides,” located at the end of this chapter, provide questions for managers to use after the employee’s first 30, 60, and 90 days, to identify additional employee needs and gather feedback about the onboarding process.

Exit Interviews Conduct exit interviews when employees are leaving the company to learn about their employment experience. Look for trends in the data and track them over time to see how they change. HR usually handles exit interviews using different methods, which have their own advantages and disadvantages ( ); askTable 5-4 them for the data if you are from another business function. You can use this information to prospectively target issues related to recruitment, selection, and onboarding.

Table 5-4. Advantages and Disadvantages of Exit Interview Methods

Method Advantage Disadvantage

In Person by HR • Get more information • Give a personal touch

• Employee concerns about confidentiality • May be too time consuming • Easy to lose information if not documented

Telephone Exit Interviews by HR or External Consultants

• Probe for information in each question • Enter data in the HR system as it is collected • Easier to schedule

• Time consuming • Expensive if conducted by outside consultants • Employee may resist sharing negative

information

Paper and Pencil Surveys

• Takes less time to complete than interviews • Employees may share more information than in

interviews

• Time consuming to collect and tabulate data • Individual handwriting may be difficult to read

and interpret

Online Exit Interview Management Systems

• Easy to administer • Information is automatically tracked and

compiled • Reports are easily available • Higher participation rates than interviews

• Employees may find it impersonal • Participants may use the system to vent • Level of skills in using system may influence

level of detail in responses

TOOL Use the “Guide for Exit Interviews,” located at the end of this chapter, to pick and choose questions to use.

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Stay Interviews Conduct stay interviews or surveys to find out why employees stay with the company. Ask how your company’s onboarding contributed to their decision to stay. These are questions that managers ask, so provide a tool that is structured and easy to use in a conversational manner. By doing so, you will increase the likelihood that they meet with their employees to discuss these issues and get the information you need to make more informed decisions about what to continue doing in your company’s onboarding program and what you should stop doing.

With all the data that you have already collected and converted into meaningful information, you are ready for the next step: communicating the results to inform future actions about your company’s onboarding program.

TOOL Use the “Guide for Stay Interviews,” located at the end of this chapter, to gather valuable information about why employees want to stay in the company and its relationship with onboarding.

Communicating Evaluation Results Communicating results is key to the sustainability of the program because when management and other stakeholders understand the value of onboarding, they become committed to the program. Some benefits of communicating evaluation results include credibility for the program, the opportunity to make program improvements or changes, and the ability to share the program’s successes with others, which will include how onboarding affects business outcomes.

Before selecting which metrics you will communicate, identify how you will get the information (refer back to , , and ). Then, decide who will receive the results (for example, the company’s topTables 5-1 5-2 5-3 management, the board of directors, or the business owners).

You need to determine the best spokesperson for the communications—you need someone who can influence others about the value of metrics and evaluation and turn them into onboarding champions. You also need to find out who won’t support the measurement and evaluation process so you can anticipate their needs as you guide them to becoming program advocates. As always, speak the language of your audience and the business while establishing connections between those metrics and the business objectives and strategy.

TOOL The “Structure for Evaluation Report and Presentation,” located at the end of this chapter, provides a starting point for your communication.

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PRO TIP When you organize your findings for your audience, connect your data to monetary data. Consider what’s most relevant for the audience regardless of whether it is positive (for example, increases in revenue) or negative (for example, decrease in customer service satisfaction indices). Introducing department business results before and after the onboarding program will get the attention of senior managers.

As you plan how to communicate results, ask yourself the following questions: • This question defines the content of the communications and shouldWhat will you communicate?

be answered with a specific timeframe in mind. For instance, will you report orientation evaluation results or stay interview results? Will you discuss increases in cost per hire or changes in turnover?

• This question refers to the format that you use toHow will the information be communicated? convey the information. For instance, orientation evaluation results are best suited for tables or graphs, while stay interview results are usually summarized using a bulleted list organized by topics. Increases in cost per hire or changes in turnover can be presented using tables or graphs, depending on audience preferences.

• This question requires some homework to align what the audience expectsWhat are they expecting? with what you can provide. For instance, are they expecting a presentation or a group discussion? Are they expecting to receive the information before the meeting so that they can ask questions? How much time will they have and what is their average attention span? Do they understand the scope of your evaluation? Are they expecting an analysis of trends and recommendations? Always anticipate their needs as much as you can to sustain the buy-in you obtained with your business case.

• This question targets the best person to convey theWho will communicate the information? message to your target audience to get the desired effect. In general, employees prefer to receive information that affects them directly from their immediate supervisors and managers; however, they prefer to receive general information about the business from top management. Executives and boards of directors prefer to hear presentations from a senior professional or leader for decision making.

• You will focus your entire communication plan based on yourWho is your target audience? audience. Even though the general message may be the same, the level of detail you present and the complexity you include will depend significantly on the audience. For instance, senior management and boards of directors will be more interested in financials, while managers and supervisors will be more interested in examples and quotes from surveys and interviews. More general employee audiences will want to see how they are contributing to the success of the program in specific terms.

PRO TIP Align the tactics you use to communicate with your company’s culture. Use quantitative methods and qualitative methods. Be formal or informal depending on your company’s way of doing business.

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Make Measuring a Practice Measurement and evaluation of onboarding programs must become a common business practice. Companies need to be consistent in what and how they measure the year-over-year impact of the changes on methods, processes, revenue, and other business outcomes from onboarding programs. Measure the right things to keep programs fresh and employees engaged.

In the next chapter, we discuss what you need to consider to ensure the sustainability of your program.

Questions to Explore • What evaluation methods are you most comfortable using? • Why should your company evaluate its onboarding program? • What would you measure and evaluate in your company’s onboarding program? • How will your company connect the results of its onboarding program to its business results? • How do you identify what you need to measure in your onboarding program? • Do your company’s stakeholders differentiate between metrics, measurement, and evaluation? • What benefits do you see in evaluating your onboarding program? • Which measures or indicators will you use to evaluate the pre-onboarding? General onboarding?

Role-specific onboarding? • Does your company check in on the progress of onboarded employees before the end of their first

year? If yes, how? What can you do differently? • How do you monitor the support that the buddy/mentor/coach gives the onboarded employee? • How will you communicate the results of your onboarding program’s evaluation?

Tools for Support

Evaluation Forms Adapt these evaluation forms to help evaluate different stages of the onboarding program. Here you’ll find an orientation evaluation form for employees to fill out, as well as 30 and 90 day feedback forms for employees to complete.

Orientation Feedback Form

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30-Day Onboarding Feedback

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90-Day Onboarding Feedback

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Sample Onboarding Survey Use an onboarding survey to gain useful information without overburdening participants. Adapt the sample to work for your program.

To help us improve our onboarding program, please answer the following questions.

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Sample Email to Accompany the Onboarding Survey Adapt this sample email to send with your survey request.

To: New Employee

Cc:

Bcc:

Subject: Onboarding Survey

Dear ,[Employee Name]

We hope that your first 30 days of employment have been a positive and rewarding experience.

To help us ensure a successful onboarding experience, please complete a quick online survey. The survey will take less than 10 minutes to complete and the information will be used to improve our program.

Open the following link: .www.OnboardingSurvey.com

We look forward to your comments. Thank you for your feedback.

Manager’s Check-In Meeting Guides The following are sample questions managers can use to guide 30-, 60-, and 90-day check-in meetings with their onboarded employees.

30 Days • So far, is the job what you expected it to be? How challenged are you feeling? • Do you have a good understanding of your role? Why or why not? • Do you have the information, tools, and resources for success? • How comfortable are you with the company in general? What about with your department? • What challenges are you expecting in your job? How do you envision me assisting you with them? • Do you already feel productive and effective in your role? Why or why not? • Can you give me examples of learning experiences that would contribute to your success? • How are things going with your buddy or mentor? • Are you receiving the feedback and support you need from me? • How has the onboarding program helped you reach your milestones?

60 and 90 Days • What areas, tasks, or projects are you enjoying the most within your position? • What competencies and skills have you acquired or strengthened since you started in your position?

Which would you like to develop or strengthen? • What are you not enjoying as much about your job? Can you share why? What barriers are you

encountering? • How is your onboarding going? What have been the most and least beneficial components?

Guide for Exit Interviews Use the following questions to gather valuable information about the employee’s experience. The questions are grouped into two categories: those for employees who’ve been with the company for less than a year and those for employees who stayed for longer than a year.

If the employee leaves before the first year of employment, ask: • Were the duties and demands of your job described accurately during the interview or onboarding

processes?

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• Did you participate in role-specific onboarding for your function? • How would you assess the quality of your general onboarding? How about your role-specific

onboarding? • Were your expectations about your job met? If yes, how? If no, why? • What improvements can you suggest to the organization in terms of recruitment, selection,

onboarding, your division, your department, and your job?

If the employee leaves after the first year of employment, ask: • What was the biggest factor that led you to accept the new job or position? • What did you like most and least about your job? • How would you describe the culture of our company? • If you could change anything about your job or the company, what would it be? • Management is often a key factor in an employee’s decision to leave a company. Were you satisfied

with the way you were managed? • How can our company improve its training and development program? • What skills and qualifications do you think we need to look for in your replacement? • Would you consider returning to work here in the future? In what area or function would you consider

working? • What could we do to improve? • Are there any other issues that you would like us to address? • What other comments can you share?

Guide for Stay Interviews Use these questions during stay interviews to learn why employees want to stay in the company and if that was influenced by their onboarding experience.

• What do you look forward to when you come to work? • What do you like most or least about working here? • What keeps you working here? • If you could change something about your job, what would that be? • What would make your job more satisfying? • Can you mention the most challenging aspects of your current job situation? • Do you feel fully utilized in your current role? What talents are you not using? • What would you like to learn here? • What motivates (or demotivates) you? • What can we do to support you? • What can I do more of or less of as your manager? • Have you ever thought about leaving the company? If so, why? Why did you decide to stay?

Structure for Evaluation Report and Presentation Use this list as a starting point to collect and organize information for your evaluation report.

• brief overview of the onboarding programProgram description: • the activities that you completed (such as interviews, surveys, and focus groups)What you did: • how many and from which groups, but don’t identify specific individualsWho participated: • an example of the guiding questions or surveyQuestions: • shown in tabular, graphic, or other appropriate format, based on the data and audienceResults: • analysis of the results and trends if applicableFindings and trends: • what you propose the company should do with this informationRecommendations and next steps:

and your requests for the onboarding program

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