Effective Induction Programs

Most pre-boarding I’ve seen is BORING. • A couple of PDFs/articles • Generic emails • An e-learning login if they’re lucky And then we wonder why grads/apprentices show up anxious, disengaged and already second-guessing their choice?! Here’s the reality many early career teams don’t know: Preboarding is the start of the emotional contract. Not onboarding. Now. Right now, they’re nervous. - Worried about fitting in. - Clueless about tools they'll use. - Panicking about money, moving or managing their time. You can wait for day one to fix that. Or you can get ahead of it... The best preboarding doesn’t just inform. It prepares and engages ✅ That means: • Helping them practise the software they’ll use • Budgeting tools for their first paycheck • Coaching them into a working routine before the routine begins • Making space for their questions and fears—now, not later • All delivered through gamified sessions that actually hold attention This is what I deliver in my June/July pre-boarding sessions. And it works because I’ve been them. Rejected. Nervous. First job in a new city. That’s why this isn’t generic training, it's ✅ practical ✅ gamified ✅ personal Exactly what they need, before they even start.

People don’t need more options. They need fewer. Stay with me. I recently stumbled across a study showing that when consumers were bombarded with too many options, conversion rates dropped. Shocking? Not really. Ever been to Cheesecake Factory? Exactly. This hit differently when I heard that Starbucks is trimming down its menu after a dip in sales. Now, I’m not saying Starbucks’ sales slump is because of the endless menu (but seriously, who needs 87 variations of a latte?). Still, fewer options = faster decisions. As someone who gets overwhelmed trying to pick between a flat white and a cold brew, I appreciate simplicity. Probably why I choose to make my tea or coffee at home - that and I love my mugs. During the sales process, we’re all about possibilities. Limitless potential. (“The limit does not exist.” Mean Girls fans, IYKYK.) But when it comes to customer onboarding? It’s the exact opposite. If you hand your customer a blank slate and say, “What do you want to do first?” expect: Crickets. Overwhelm kills momentum. Your job? Make the path forward obvious and easy. Here’s How to Make Onboarding Effortless (and Effective): 1️⃣ Start with Their "Why" Don’t skip this. Align on the customer’s goals from day one. When you know what they want, you can show them how you get them there. 2️⃣ Serve Up Curated Choices Offer 2-3 clear options to reach their objectives. That’s it. No “choose your own adventure” nonsense. 3️⃣ Map Out the Journey If they pick Option B, boom—here’s the roadmap. Simple. Direct. Bonus points if you walk it with them. 4️⃣ Show Progress Early Customers need wins to stay motivated. Highlight progress and build confidence. Small victories = big momentum. The onboarding phase isn’t the time for infinite possibilities. It’s time for precision and guidance. Why? Because decision fatigue is real—especially for customers who already made the biggest decision when they chose your product. So, simplify. Streamline. Guide. They’ll thank you for it—with renewals. What’s your take? Do fewer options actually drive faster customer success? Or do some customers still want all the bells and whistles from day one? (Also, drop your go-to Starbucks order—curious if fewer options would save your sanity too.) ________________ 📣 If you liked my post, you’ll love my newsletter. Every week I share learnings, advice and strategies from my experience going from CSM to CCO. Join 12k+ subscribers of The Journey and turn insights into action. Sign up on my profile.

PI Planning Success Depends on Prep Work The success of PI Planning is decided weeks in advance. By day one, you're either facilitating an effective coordination event or panicking during a 2-day recovery operation. Don't romanticize the "energy" of PI Planning. There is no magic. There’s just preparation, role clarity, and discipline. If you under-prepare, the event will devolve into guesswork and grumbling. Effective Prep Work Product Management: PMs prepare the strategic backbone. A prioritized feature set, clear value statements, feasible options, and the “why” behind each investment alternative. None of this should be discovered or discussed for the first time during the event itself. It’s socialized weeks in advance. PMs ready their vision, context, metrics, and what success looks like for the PI. Business Owners: BOs walk in aligned on priorities, value, constraints, and tradeoffs. Their prep is reviewing the "top ten" features early, deciding what matters most, and crafting a clear message. They’re not there to surprise anyone or to react. They’re there to shape the plan. System Architects: Architects prepare the technical runway, and provide constraints, guardrails, interface agreements, and sequencing guidance. They decide whatever open technical items remain undecided before planning. Architecture briefs aren’t filler. They’re boundaries that influence planning. Enablers, diagrams, and decisions should be easily accessible where teams will actually look. Product Owners: POs construct the team runway. Stories, acceptance criteria, refinement sessions, sizing discussions, and surfacing of local (cross-team) dependencies - all happen before the event. POs should also validate tool configuration. Boards should be organized. Features ranked. Story states accurate. A confused backlog will produce a confused plan. RTE: The RTE owns the system. The calendar, agenda, facilitation plan, risk structure, checklists, and an ART-level Planning Board. They confirm team boards reflect reality. They address logistics - room layout, breakout flow, AV, MS Teams links, and timeboxes. If the system isn’t ready, the event is doomed. Scrum Masters: SMs prepare the teams for flow. They assess capacity, PTO, holidays, risks, and impediments. They have candid feasibility conversations, and pre-check boards for accurate statuses, WIP states, and dependencies. They coordinate with other SMs so cross-team constraints are visualized early instead of blowing things up by lunch on day one. Developers: Devs, QA, designers, and analysts bring truth from the front lines. They refine stories, challenge assumptions, identify risks, expose constraints, and surface integration concerns early. They clean up their work items, update estimates, and validate dependencies. They should walk into PI Planning with a sense of what lies ahead. The PI Planning event itself doesn’t make the plan work. The prep does. PI Planning just makes the quality of that prep obvious.

I’ve spent 300+ hours coaching PMM through onboarding. Here is the most important tip I have: Build your 30/60/90 day plan backwards. 👇 Most PMMs' onboarding plans start with a to-do list: --> Meet with cross-functional teams --> Review past launches --> Read docs The problem with this approach is that you never feel like you’re doing enough, and everything seems equally important. You also have no real sense of how long things will take. It makes it nearly impossible to prioritize your time or align expectations with your manager. When I coach PMMs through onboarding, I tell them to build it BACKWARDS. Start at day 90 and determine, by then: – What do you want to have delivered? – What do you need to have learned? – Who needs to know and trust you? Then work backwards and chunk it down. One of my clients just joined as the first PMM at a 50-person startup. In her second week, she was already getting requests for: -> Improving the ICP and messaging -> Updating the sales enablement decks -> Building a launch strategy 😬 As you can imagine she was pretty stressed and needed a good way to set the right expectations and also plan her work. So we built a new plan, working backwards from day 90, which included: ✅ 3 streams: deliver/learn/meet ✅ Tied each project to an outcome, not just a task ✅ Chunked out each project into smaller milestones ✅ Treated learning as a deliverable, so her ramp time was visible She used that plan to align with her manager, which not only set clear expectations but also showed she could think strategically and take initiative from day one. If you’re onboarding in a startup, remember the key is not to add more, but to work backwards, and then clearly communicate that to set the right expectations. Let me know how I can help. 💪 #productmarketing #newjob #coaching #strategy

A traveler has booked the trip. They’ve done the research. They’ve chosen your destination or tour. They've spent money, secured time off, and made the commitment. They’re not browsing anymore: They are invested. And yet, what do we typically offer during this crucial post-booking, pre-departure window? • A packing list • A nudge to rent a car • A reminder about travel insurance <YAWN> These things are helpful. But if that’s all we communicate, we’re missing a huge opportunity. This in-between moment — after the sale but before the trip — isn’t just a gap to fill with logistics. It’s a space full of potential for engagement, mindset-shifting, and more intentional preparation. Here’s what that could look like: • Provide context: Share curated books, documentaries, podcasts, and music that reflect the history, culture, and landscape of the destination. Consider making a curated playlist with local artists or offer some easy-to-make recipes so people can prep their taste buds. Make sure to include diverse and underrepresented perspectives as you source these materials. • Offer a 360-degree introduction: Go beyond the postcard version of a place. Share honest, current insights into environmental, cultural, or social realities travelers should know. Take this a step further and explain how they can be respectful, mindful visitors within this context. • Encourage self-reflection: Prompt travelers to reflect on their purpose for traveling. Why this place? Why now? What impact might their presence have? Invite them to journal or simply pause and consider what it means to travel in today’s world. Let’s reframe the pre-trip phase from a checklist into a chance for deeper connection and better preparation. Engagement, not just upselling, builds trust and the kinds of travelers the world needs more of. – This month at Rooted, we’re focused on communication along the traveler journey from attraction and inspiration, to pre-departure planning, and throughout the trip. Find resources to support strong community relationships and collaborations that benefit local partners and create great travel experiences at https://lnkd.in/gFJ5M3xm.

Too many companies drop the ball before their new hire even starts. The time between offer acceptance and day one is the most overlooked, and most fragile, phase of onboarding. I’ve been thinking about this lately, especially after hearing it from executive-level candidates. The recruiting process is (hopefully) smooth. Offer signed. Background check clears. Start date locked in. The company exhales. But for the candidate? That’s when the anxiety kicks in. They’ve resigned, often without a replacement in place. They’re navigating questions, counteroffers, team transitions… and hearing radio silence from the company they’re about to join. Good companies don’t ghost their new hires after the offer letter. They double down before day one. Preboarding is your first real chance to deliver on everything you sold during the interview process. Here are some ideas of how to do it without overcomplicating things: ↳ Put time with the CEO or CHRO on the calendar. A short, intentional convo during the waiting period makes a surprisingly big impact. ↳ Loop them in like they already work there. Share strategic updates, org announcements, or internal docs. It helps them feel part of the team. ↳ Make the welcome personal. Peer messages are great. A pre-start coffee or dinner with key stakeholders? Even better. ↳ Send something in the mail like a handwritten note or a book tied to your values. ↳ Have a casual kickoff call the week before to align, answer questions, and walk through the week-one game plan. Little things. Big trust. It eases ambiguity and builds confidence. When a senior leader walks into day one with clarity, context, and connection… they don’t just start. They lead. If you’ve seen a preboarding moment that stuck with you, good or bad, I’d love to hear it. I’m always collecting real stories to help companies do better. #Onboarding #Leadership #ExecutiveSearch #HiringTips #EmployeeExperience #HRLeadership #TalentStrategy

In the last year, Demandbase has cut our TTV (time to value) by 55%. How? Our onboarding leader Graham Grome redesigned our onboarding process around 6 core principles: 1. Start Onboarding During the Sales Process Onboarding doesn’t start with the onboarding kick-off meeting, it starts with the first conversation with the customer. The very first interaction begins the process of understanding needs, roles and responsibilities, and timelines. Through the sales process the scope plan is in development and it is essential that this is handed off to CX and the onboarding team (and that pre-Sales resources stay involved) after the deal is closed. 2. Ground in Strategy to Generate a Value Roadmap Even with the scope in place, it’s critical to begin with strategy in onboarding (not dive into tactics and tasks). You need to know what the business outcomes the customer wants to achieve and the path to get there. That is why we begin with GTM Strategy Discovery sessions and deliver a Value Roadmap with clear now, next, and later actions that align to the customer’s GTM goals. 3. Tailor Configuration to Outcomes Every onboarding should be tailored to customer priorities. No two GTM’s are the same, being flexible in configuration is really important. Out-of-the box will not grow with your goals. We keep projects moving on target, surface risks early, and ensure that platform configuration supports business outcomes, not just your setup. The goal is to help you drive measurable value as quickly as possible. 4. Bring Customer Success into Onboarding As you grow, Onboarding and Customer Success become specialized functions. To maintain a “zero hand-off” approach make sure to include the Customer Success team members who will work with the customer moving forward through the onboarding process. 5. Make sure you leave Onboarding with a Value Measurement Plan You cannot show value without it. Every customer leaves onboarding with a Value Measurement Plan aligned to their objectives, so progress and impact are clear from day one. 6. Measure CSAT Post Onboarding It all sounds good, but how do you know it’s actually happening and where the process can improve? Customer Satisfaction (CSAT) surveys. Feedback on onboarding has to be operationalized, it’s too important to have any blind spots or to stagnate as customer needs evolve. ——— Customers have more options than ever, they are under pressure to justify their spending, they want results now (as they should!), and they know new AI-driven solutions are coming out every day. If you don’t adapt your onboarding to meet these demands, you will be in a world of hurt on churn.

The Art of Pre-onboarding - the "forgotten phase" of HR. Pre-onboarding shouldn't be a "data dump." It should be a roadmap. There is a critical "silent period" between the signed offer and Day 1. This is where most companies lose momentum. We send cluttered emails, 20 different attachments, and vague instructions. Instead of feeling excited, the new hire starts their new journey feeling overwhelmed. In my experience, a new hire only feels truly equipped when their pre-onboarding removes the guesswork. Here is how I structure the Pre-onboarding phase to ensure a seamless transition: ✅ The "Clean" Communication: We move away from confusing, cluttered emails. Our Onboarding Packet is sent early and is strategically broken down into "Need to Know" (Action items) vs. "Nice to Know" (Culture/Context). ✅ The "Who's Who" Connection: We don't leave them wondering who to talk to. Before Day 1, the new hire has a clear point of contact for any urgent questions, ensuring they never feel "ghosted". ✅ Asset & Logistics Readiness: For remote or hybrid settings, the "where is my laptop?" anxiety is real. Assets should be deployed and received before the start date. ✅ Credentialing in Advance: IT should have login credentials ready and sent before Day 1. There is nothing more unproductive than a new hire sitting idle because they can't access their email. The Goal: To replace "New Hire Anxiety" with "New Hire Readiness." When the logistics are handled early, Day 1 can be about people and values, not passwords and paperwork. How has your pre-onboarding experience been like? Let’s engage in the comments! 👇 #HRManagement #EmployeeExperience #TalentOperations

  Unlocking the Power of HR Strategy in Shaping Organizational Success In today’s fast-paced world, HR strategy is no longer just a support function—it’s a driving force behind organizational growth and employee satisfaction. Let’s deep dive into what makes a robust HR strategy and how it can transform your workplace: Key Components of an Effective HR Strategy • Workforce Planning: Aligning talent needs with business goals to ensure the right people are in the right roles at the right time. • Talent Acquisition: Building a brand that attracts top talent while streamlining recruitment processes for efficiency. • Employee Engagement: Creating an environment where employees feel valued, motivated, and connected to the company’s mission. • Onboarding Excellence: Designing an onboarding process that fosters belonging, accelerates productivity, and reduces turnover. • Performance Management: Implementing a fair, transparent, and consistent evaluation system that drives productivity. • Diversity, Equity, and Inclusion (DEI): Establishing a culture that respects and celebrates differences to foster innovation and belonging. • Technology Integration: Leveraging HR tech tools to enhance processes like payroll, onboarding, and employee feedback. • Succession Planning: Preparing for leadership transitions by nurturing internal talent pools. During my tenure at at one of my previous company new hires reported feeling overwhelmed and disconnected in their first 30 days, leading to a 20% turnover rate within the first three months. What I did • Revamped the onboarding program to make it more engaging and structured. • Introduced a pre-boarding process, sending welcome kits and essential company materials before Day 1. • Designed an interactive 30-60-90 day onboarding plan focusing on role clarity, company culture, and key relationships. • Implemented an onboarding buddy system, pairing new hires with experienced employees for guidance and support. • Incorporated feedback loops, allowing new hires to share their experiences for continuous improvement. The Impact: • New hire satisfaction scores increased by 40%. • The first 90-day turnover rate dropped from 20% to 8% within a year. • Productivity ramp-up time for new employees reduced by 15%. • Enhanced team cohesion as new hires integrated more seamlessly into the company culture. How does your organization make new hires feel welcome and supported? Is there a specific onboarding practice that you’ve found particularly effective? drop your thoughts in the comments below! 👇

"You guys are completely different from the last agency we worked with" Had a client kick-off call yesterday that reminded me why thorough onboarding matters. This prospect came to us after their previous outbound agency failed to deliver results. Interestingly, they didn't mention the failed partnership during discovery - it only came up during kick-off. Here's what we covered in our standard onboarding process: 1. Call Handoff Protocol Design Since we're booking meetings on their behalf, we mapped out: • Lead qualification criteria • Handoff timing and process • Context sharing between teams • Follow-up responsibility ownership 2. Post-meeting Follow-up Strategy For prospects who ghost after initial interest: • Their internal tea will handle phone follow-ups • We provide complete context: lead magnet interactions, email history, engagement patterns • Coordinated multi-touch approach without overlap 3. Objection Handling Framework We proactively identified: • Common objections specific to their industry • Pre-meeting concerns that kill bookings • Response strategies for each scenario • Team training on objection handling 4. Brand-aligned Copy Development Instead of templates, we: • Analyzed their existing messaging for tone and positioning • Developed new copy that matches their voice • Ensured alignment with their value proposition 5. Angle Testing Strategy Rather than super generic outreach, we designed: • 4 distinct testing angles based on different pain points • Hypothesis for why each angle might resonate • Testing methodology and success metrics • Optimization plan based on early results Halfway through the call, our client stopped us and said "You guys are completely different from the last agency we worked with." They were impressed by: • The depth of our research and preparation • Our strategic approach to testing angles vs. generic copy • The thoroughness of our onboarding process • Our willingness to push back when they instincts conflicted with best practices By the end of the call, they felt genuinely optimistic about the campaign's potential. The difference between average and exceptional service delivery isn't the tactics you use - it's the systems you build around client success. Most agencies focus on getting clients. Elite agencies focus on keeping them successful.