Work

Employee onboarding

A 60-day roadmap for new hires, built with my department. It went well enough that HR is making it the standard for every hire across three locations.

Role
Designed and ran it with my team
Organization
Victory Life, three locations
Built on
The Power of Moments, Chip and Dan Heath
Status
Becoming the organization-wide standard
60 days
a structured roadmap for every new hire's first two months
1 → 3
locations adopting it, from my department to every hire
Word spread
HR asked to make it the standard, I did not have to sell it
The 60-day roadmap
Day 1WelcomeA first day planned as a moment, not a form to fill in.
Week 1How we workThe culture, the people, and the way decisions get made.
Day 30Check-inA planned point to ask how it is going and adjust.
Day 60Set up to succeedClear on the role, connected to the team, ready to run.
Understand the culture
Feel valued
Set up to succeed
Four planned moments across the first two months, each serving one of three outcomes. The moments are designed on purpose, which is the idea taken from The Power of Moments.
Where it startedMy departmentWritten and run with my own team first.
What happenedWord spreadOther teams heard how new hires were landing.
Where it wentHRAsked to make it the standard process.
ScopeThree locationsEvery new hire, every location.
Adoption was pull, not push. HR asked for it after seeing it work.

The problem

A new hire's first weeks decide whether they understand the culture, feel valued, and get set up to succeed. Ours had a start date and a job description and not much in between. Every manager onboarded differently, so the experience depended on who you reported to.

What I built

With my department, I wrote a new-hire SOP: a 60-day roadmap that lays out what happens in each stretch of a person's first two months, who they meet, what they learn, and when they are checked in on. It is built on The Power of Moments, Chip and Dan Heath's argument that a few well-designed moments carry an entire experience. The roadmap plans those moments on purpose instead of leaving them to chance.

The three outcomes it is designed around are the ones that matter to a new hire: understand how we work, feel valued here, and be set up to succeed in the role.

What happened

We ran it inside my department first. It went over well enough that word spread, and HR asked to make it the standard process for every new hire across all three locations. That pull, rather than a push from me, is the result I point to.

What it used