¿Cómo personaliza su proceso de incorporación para diferentes roles y niveles en su organización?

Start with evaluating the scope complexity of the Job responsibility for each role, tasks, function competencies required, level of experience expertise expected for each role, specific functional requirements technical skills needed for each role Deep dive into expectation and preference of employees in each role, consider organizational culture, values expectations that apply for each role. Consult with Hiring manager and understand his expectation for new hire The onboarding experience can be customized, based on role the employee attend specific training, customized orientation session that address unique need and priorities of employee Provide new hires with buddies mentors who guide them. Set the Performance objective for new hires

Start by understanding the specific needs, skills, and expectations for each role. This includes discussing with hiring managers, analyzing job descriptions, and using AI-driven assessments to identify the core competencies required for success. For senior-level roles, focus on leadership skills and strategic thinking, while junior roles might emphasize skill development and company culture immersion.

One of the most powerful and efficient ways to design the onboarding process is to talk with recent hires. Employees who have been with the organization for 30, 60 and 90 days have first-hand experience determining the information that was most vital to them in their roles. More importantly, these people will reveal what's missing; i.e., what they wish they had known from Day One or shortly thereafter that did not get explained during onboarding. Similarly, line supervisors can surface what they need and expect new hires to know about the organization and their roles.

It can be ineffective to take a one-solution approach to onboarding. Employees who work in a manufacturing facility will need a different solution and support than your employees who are at a desk. For your manufacturing folks, in-person is going to be the best, and for your office employees, a mix of an onboarding learning portal and face time is best. Different levels often need similar support - we are all human beings with fragile memories after all!!

Customize the onboarding process for different roles and levels within the organization by adapting the content, duration, and delivery method to meet the specific needs of each employee group.

It's important to define what it looks like for new employee to start making an impact. What are the behaviors or metrics leadership will be monitoring as the employee ramps up? It's important for onboarding to accelerate the time it takes to start making an impact.

Die Meilensteine im Bereich Onboarding orientieren sich ganz klar an den "Moments That Matter"! Warum? Weil eine Onboarding Experience nur dann gelingt, wenn die neuen Mitarbeiter:innen sich abgeholt fühlen und das Erlebnis selbst als positiv bewerten. Dabei gilt ganz klar: Onboardee first. HR second! Denn eine Onboarding Experience bedeutet zunächst einmal mehr Aufwand für HR - wenn dieser sich aber lohnt und die Meilensteine dann zu langfristiger Bindung beitragen, lohnt er sich! Wichtiger als Tag 1 ist für mich hier das Ende der Probezeit. Leider geht dieses meist im Daily Business unter - aber es ist DER zentrale Meilenstein für eine langfristige gemeinsame Reise im Sinne von: the best is yet to come!

Early in onboarding, the learning outcomes will be broad, and objectives should build over time as the employee ramps into the company, team, and their role.

For each position, set clear goals and success criteria. These can include key performance indicators (KPIs), project completion targets, or mastery of essential tools and processes. For example, a junior designer may need to complete design software training, while a senior manager may need to meet business growth targets within a specified period.

Ensure that your tools and support resources cover both the process / generic items that would apply to any employee, as well as the role-specific items. Knowledge transfer and context understanding are the key drivers to an employee's success in the first year - making sure that they have access to the right materials and can get quick answers to questions on their day-to-day work will pay dividends.

Select the best training and onboarding methods, whether through online modules, mentorship programs, or hands-on project assignments. AI-powered platforms can help track progress, personalize learning paths, and provide real-time feedback. For technical roles, offer specialized tools, while for creative positions, provide design or brainstorming platforms.

There are a variety of methods and tools that can be leveraged to make onboarding more interactive and engaging for specific roles and departments. Some examples I've used: >Social learning platforms are a great way for new hires to engage with each other and more experienced employees in similar roles or departments (I've leveraged Yammer and the community groups in learning management systems (LMS)). >Role- and department-specific e-learning is a great way to supplement on-the-job training. Ensuring that the learning is easily applicable to the employee's day-to-day job is critical. >Personalized learning journeys are a great tool to clearly define critical onboarding activities, learning and performance milestones.

To provide the most engaging onboarding experience it is important to implement a variety of tools and methods. In my experience using LMS to house general onboarding information, pairing new hires with a coaches, gamification to keep employees engaged durning their day 1 onboarding, providing a standardize checklist for both employees and managers has been successful. It is also important to consider the pace in which you onboard so that isn’t overwhelming for new hires and aligning the right tools at the right time for the best experience.

Part 1 Customising onboarding helps embed cultural values across various roles & can lead to higher employee retention, as employees are more likely to stay with a company that invests in their specific needs from the start. 1) By Leading with Equity: Onboarding can always be compartmentalized into organizational & functional level- allowing the individual to delve deep into the framework, values & beliefs of an organisation & at the same time go deeper into their functional skillset ; technical knowledge.

Part 2 2) Creating Connection & Psychological Safety: The best way to create an early environment of psychological safety is by buddying the new joiners with same experience level or function individuals for effective communication. 3) Learning Paths: Develop onboarding programs that include role-specific training modules. For instance, technical roles might require intensive software training.Setting up Q&A panel with the functional lead or having focused group conversations on emerging trends related to their line of work can surely be value added.

Onboarding should be the start of a comprehensive learning and development function. We reinforced that aspect through the use of a taxonomy that grouped skills and capabilities under three value-based categories: Launch, Grow, and Impact. These reflected the increasing level of contribution available to employees who embraced continuous learning.

Choose by customization also the type of learning methodology. For different roles and levels working more the online/self paced learning one. However, for certain roles, face-to-face interaction might be more suitable. Therefore, it is crucial to select the most appropriate learning method based on the specific requirements.

The most important thing related to collecting feedback is to time this. Let's go back to the time you went through your onboarding at your current organization. Do you remember every little detail? Every point of feedback you would want to give? Positive or Negative? Probably not. So make sure you ask for feedback at critical moments and not just one moment in time. Eg - Right after hiring (About the recruitment process) - Day One (How did it go?) - Day 30 (How was your first month?) Then, make sure you act on the feedback given. Act does not mean that you have to implement everything! But letting your onboardees know why some feedback cannot be implemented is crucial for long-term engagement & retention!