Making Onboarding Work - Kaiser Associates

Making Onboarding Work:

Driving Organizational Effectiveness through

Improved Retention, Quicker Time-to-Productivity,

Greater Level of Productivity, Accelerated Career

Advancement & Enhanced Recruitment Results.

Kaiser Associates, Inc. Organization Development Practice

North America Practice Headquarters www.KaiserAssociates.com

1747 Pennsylvania Avenue, NW Ninth Floor

Washington, DC 20006 © 2007-2009 Kaiser Associates, Inc., All rights reserved.

http://www.kaiserassociates.com/

Thank you for

requesting this

special report.

We hope you will

find it to be both

interesting and

helpful.

We begin with an overview of where

Onboarding came from and its current

imperative. We then cover common

shortfalls of Onboarding programs. We

then provide our perspective on what an

effective system needs to include in order

to be competitive, drive down turnover,

and increase productivity. We then

conclude with how to get started and a

description of the areas that we can

address.

Let’s begin.

2

KAISER ASSOCIATES, INC. www.KaiserAssociates.com

How This Report is Organized:

© 2007-2009 Kaiser Associates, Inc., All rights reserved.


In today‟s employment marketplace,

organizations are realizing the value of

developing strategic Onboarding processes

that reduce new hire time-to-productivity,

enhance level of productivity, increase

satisfaction levels of internal customers

(i.e., hiring managers), and improve overall

retention rates. Further, as the „baby

boomer‟ generation retires, organizations

are finding that Onboarding is a critical

mechanism for transferring knowledge from

legacy employees to the next generation of

hires. Kaiser Associates‟ research also

indicates that effective Onboarding

programs have a powerful and positive

impact on how an organization is viewed as

an employer-of-choice by the most

desirable employee candidates.

It is clear that in order for an

Onboarding management program to

achieve significant success, it must be

structured to address a variety of issues.

When we observe the most successful

Onboarding programs, we notice that they

incorporate early-career development,

cultural, social, and administrative

components into their design.

This report will examine the specific

steps leading organizations are taking for

developing, implementing, measuring and

driving the effectiveness of their

Onboarding programs. The information

contained in this article draws heavily from

the experiences of our clients, and Kaiser‟s

role as a researcher and thought leader on

this topic.

We hope you find the ideas in this

report helpful.

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www.KaiserAssociates.com PART ONE

PART ONE: Introduction

“Kaiser Associates has been a tremendous partner to Target Corporation. The value-added recommendations that Kaiser brought to the table were both achievable and sustainable for our company. We would highly recommend their services and look forward to working with them again in the future for additional Target needs.”

Tricia Dirks,

Vice President Corporate Human Resources

Target Corporation



For decades, leading organizations have

wrestled with how to reduce time-to-

productivity for new hires and increase

overall retention rates. This issue has

increased in importance as organizations

face the reality of a declining population

of employees in their prime working

years, coupled with demographic shifts

as the baby-boom generation retires in

increasingly larger numbers.

Although recent articles in the

business and HR press have popularized

the term, “Onboarding”, the issues

underlying the process are hardly new.

Employee orientation programs and

mentoring initiatives are well established

in most organizations that take a serious

interest in recruiting and developing

their human capital.

So why the seemingly sudden

interest in Onboarding amongst HR and

other senior leaders?

Certainly, the historical scarcity of

top talent is an important factor.

Although it can be correctly argued that

there has always been a scarcity of A-

level talent, the competition for high-

potential recruits has also dramatically

increased. Most Global 500 companies

have highly tuned, albeit expensive,

recruitment engines. In the corporate

sector, companies that historically

recruited regionally, now routinely

conduct national searches with increased

degrees of sophistication, support and

investment. Meanwhile, in today‟s tepid

economic climate, governmental and

non-profit organizations are rethinking

their recruitment and retention strategies

given increased availability of top talent

from the private sector. While these

organizations have increased access to

A-level recruits, the focus must reside in

retaining these new hires for the long

term, rather than risking high attrition

once the market inevitably rebounds.

Student attitudes towards

prospective employers have also shifted

over the past decade. Lifetime

employment at a single employer is a

stale concept for many new hires. It is

well recognized that top recruits evaluate

potential employers against a variety of

criteria. What we increasingly

understand is the weight that recruits

now give to the quality of the

prospective employer‟s plan for them

during their first year on the job.

Virtually every organization has an

orientation program, but top recruits are

looking for more. They are looking

beyond the first 90 days; they are

looking at what organizations are doing

to address their early career-

development, cultural, social, and

administrative needs. This issue is

becoming increasingly important,

especially among the top recruits who

have a variety of employment options to

choose among.

As an interesting aside, we hear

from both those in the executive

recruiting field, and from university

career services‟ directors, about the role

that a well defined and executed

Onboarding program contributes to the

organization‟s brand as an employer. It

is clear that the most successful and

sophisticated Onboarding programs have

become strategic tools by which

organizations are able to differentiate

themselves from their recruiting

competition.

To examine what organizations are

specifically doing, let us now shift our

attention to the current state of

Onboarding initiatives.

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PART TWO www.KaiserAssociates.com

PART TWO: A Brief Historical Perspective

32% of employees who have been in their current job less than six months are already job searching. Source: Development Dimensions International and Monster Intelligence 2006 global study of more than 3,700 job seekers and 1,250 hiring man-agers.



PART THREE: Common Shortfalls

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www.KaiserAssociates.com PART THREE

Not surprisingly, Onboarding programs vary enormously in terms of sophistication, comprehensiveness and effectiveness. Since

we believe that one can learn almost as much from what is less effective as we can from best practices, let us first take a look at

some of the more common shortfalls we have found with Onboarding programs.

1

2

Lack of a

System-wide

Approach to

Onboarding

We observe that many Onboarding

programs take a piecemeal ap-

proach. By this, we mean that the

emphasis is often placed on only a

few components of the overall expe-

rience, rather than a more compre-

hensive (and ultimately more effec-

tive) approach.

As we will discuss in more

detail shortly, the most effective

Onboarding programs look at new

hire needs from a variety of perspec-

tives. These programs focus on pro-

viding material early career support

systems, offering assistance in inter-

preting and adapting to the unique

culture of the organization, ensuring

that a new hire’s social needs are

met, and providing the traditional

administrative components. On-

boarding programs that incorporate

all of these factors are the ones that

have the greatest impact on both

time-to-productivity and longer-term

retention – both key to overall com-

petitive and financial performance.

As an example of the typical

narrow approach, some

organizations focus their efforts

primarily on the administrative

components of the Onboarding

process. While there is no doubt that

quickly and efficiently enrolling

new employees in benefit plans,

obtaining security access, providing

a properly configured personal

computer and other Onboarding

administrative details are important,

they are but the very surface of the

most sophisticated Onboarding

programs. The most, that we have

witnessed, any organization

achieves by attending to the

administrative is to minimize

annoyances. Expectations today are

significantly higher.

Not Customizing

Programs for

Specific

Segments of the

Employee

Population

Short-

Term Focus

3

Our research shows that

the majority of On-

boarding programs have

a very short-term focus

– in some cases limited

to only the first two

weeks of the new em-

ployees’ experience. We

think this is a costly

mistake.

New hires tell us

that orientation pro-

grams condensed in the

first weeks of hire are

typically either too

“light weight” or are

like “drinking out of a

fire hose”. The majority

of information fails to be

absorbed since the new

hire does not yet have

the operating context to

benefit from much of the

knowledge transfer.

Moreover, when

you look at employment

turnover statistics, you

discover that the greatest

risk of losing a new

employee is during the

first 18 months. Thus,

the most effective pro-

grams have an estab-

lished roadmap for pro-

viding Onboarding ser-

vices throughout this

entire period of time.

Unfortunately, most

organizations invest in

an initial orientation and

then only again invest at

later career stages.

Offering program elements to one group of

employees and not another is a sensitive subject.

Certainly, in an ideal world, everyone would

receive the full gamut of premier services.

But this is not often feasible. In every or-

ganization there are certain groups of employees

who are more difficult to recruit, who are in

positions that are “feeder-roles” to senior man-

agement, or who otherwise stand out as top per-

formers.

We believe that these employees deserve

specific consideration in the Onboarding pro-

gram. Unfortunately, many organizations design

their programs to the lowest common require-

ments. Put simply, this diminishes the organiza-

tion’s ability to attract and retain the most valua-

ble talent.

For example, in the government sector, the

competition to recruit IT professionals with

security clearance is highly competitive. Top

candidates with robust experience and security

credentials routinely entertain multiple offers

and enjoy a high degree of career mobility.

Increasingly, we are finding that differentiated

Onboarding support for these hard-to-source and

retain employee populations can make a

substantial difference in their long-term

commitment to the organization.

Similarly, in the consumer packaged goods

industry, the competition to recruit for the brand

management function is the most competitive.

Top marketing candidates from Northwestern,

Wharton, Harvard and Stanford receive multiple

offers. Onboarding support for these hard-to-

source/attract and retain employee populations

can make a substantial difference in their long-

term commitment to the organization.

Onboarding programs which do not offer

differentiated services run the risk of watering-

down their programs and making them less ap-

pealing to those who are the most difficult to

recruit and retain. The risk of losing these most

prized assets makes for a good argument that

there should be various levels of Onboarding

services.



4

Insufficient

Metrics and

Accountability

5

Lack of

Functional

Management

Buy-in and

Participation

6

Lack of

Awareness of

Best Practices

As with any management initiative,

it is crucial to measure the effective-

ness of the Onboarding program.

Our research indicates that less

effective programs have limited or

weak measurement systems in place.

Metrics for Onboarding are still in

their infancy. For example, measur-

ing turnover, while an obvious me-

tric, does not give a true indication

about the overall effectiveness of the

Onboarding initiative. In order to

accurately gauge and drive increased

levels of success, the organization

must measure a more mature set of

variables.

One important metric is a new

hire’s “time-to-productivity”. This is

a key outcome of an effective On-

boarding program, and should be

measured despite any perceived

complexity. A growing number of

organizations use online survey

tools to ascertain how their new

hires are adapting culturally and

socially to the new organization.

We find that there are three

common metric questions: What should we measure?

How do we measure?

Once we have the answers, how

do we determine the right

performance drivers?

Our research shows that organiza-

tions that establish metrics and

benchmarks are able to quantitative-

ly demonstrate the positive impact

that Onboarding has on turnover and

job effectiveness. Alternatively, and

not surprisingly, organizations that

do not develop metrics and bench-

marks often fail to gain organiza-

tion-wide support for Onboarding.

In addition to developing me-

trics that focus on retention, time-to-

productivity, engagement, cultural

fit, learning (and there are others),

we find that the most sophisticated

organizations are examining ways in

which they can measure how their

Onboarding efforts impact the over-

all recruiting brand. As metrics

measured must necessarily be cus-

tomized to the unique needs and

circumstances of the organization,

we would be happy to discuss your

situation in greater detail.

Onboarding works best when there

is an integrated system across

divisions and functions. We find

that the less effective initiatives

only involve HR and the

individuals’ immediate

supervisors.

The organizations that

experience the highest returns from

their Onboarding investments are

the ones that engage a broad cross-

section of functional leadership.

This requires that senior

management endorse the program.

Without senior backing, programs

often fail to achieve their

objectives.

Our work indicates that the

success of the Onboarding program

is largely dependent upon the abili-

ty of HR to make a compelling

case to senior management about

the importance of the initiative. We

further observe that when that case

includes metrics, awareness of best

practices and a systematic process,

the interest of senior leaders in-

creases significantly. However, as

we will discuss next, these inputs

are not always easy to come by,

and often prove to be a stumbling

block for many programs.

Comprehensive Onboarding initia-

tives, as opposed to traditional

“employee orientation” programs,

are a relatively new concept. The

ability of an organization to develop

a world-class Onboarding program

is in part dependent upon know-

ledge about what the best-in-class

are doing. At Kaiser Associates, we

synthesize cross-industry best-

practice insights that draw from our

primary research, data analysis and

benchmarking experience. Moreo-

ver, we believe we are the only firm

that is approaching the analysis of

Onboarding from a true system-

wide perspective.

In the next section we would

like to share with you our point of

view on four key areas that we be-

lieve need to be addressed in a fully

integrated, organization-wide On-

boarding initiative. We hope you

will find our perspective helpful as

you develop plans to increase your

new employees’ time-to-

productivity, improve retention

rates and differentiate yourself as an

“employer-of-choice”.

We welcome the opportunity

to discuss with you our perspective

on any of these issues at any time.

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PART THREE www.KaiserAssociates.com



PART FOUR: The Kaiser Perspective

7

www.KaiserAssociates.com PART FOUR

We have spoken about Onboarding

and a number of the challenges

that organizations face when

attempting to implement a

program. Suffice it to say that a

successful Onboarding initiative

requires an organization to shift its

perspective from “employee

orientation programs” to a broader

vision.

What we find particularly

interesting is that the most effec-

tive programs focus on four key

components that impact retention

and time-to-productivity. These

four program elements are:

1. Early Career Support

2. Cultural

3. Social

4. Administrative

Let us examine each of these in

greater detail and discuss why we

believe they are crucial to the suc-

cess of an Onboarding initiative.

1

Early Career Support

Where is the future of Onboarding? What are the most progressive organizations doing? We believe it is early

and effective career support. It is becoming apparent that the quality of early career support dramatically im-

pacts both turnover and how the organization is viewed as an employer-of-choice.

A key objective for any Onboarding program is to give new employees a sense of confidence in their

new environment. When individuals believe that they have clarity and control regarding their career direction,

confidence soars. Far too often employees feel confused, powerless, and often describe their career path as

akin to a small ship at the mercy of a strong uncertain tide.

For the most forward-thinking organizations, early career support goes beyond communicating informa-

tion about career paths. Through a combination of individual mentoring, unique HR initiatives and other pro-

grams, new hires are given important tools by which to identify (and develop) the skills and abilities they will

need for future assignments.

Not surprisingly, early career support is a cutting edge initiative that is only offered by those organiza-

tions that are the most passionately committed to the retention and development of their new employees.

From a practical perspective, these programs are most often offered on a selective basis, rather than as a part

of the broader-based Onboarding initiative.

This raises challenges for organizations that wish to offer unique services to segments of their employee

population who represent the most potential, without negatively impacting the morale of those not invited to

participate. How to balance these often-conflicting issues is a topic that we have studied in depth. We would

be happy to share our observations and conclusions with you.

One particular benefit of providing early career support is the positive impact it has on the organization’s

brand. We find this particularly significant for organizations that recruit on-campus. Our conversations with

Directors of Career Services suggest that graduates stay in close contact with friends in next classes for the

first 12 months after graduation. The conversation that comes up repeatedly is, “How does working at the

organization really compare to what was communicated to me during the recruiting process?”

As one would surmise, the answer to this question has a significant impact on the organization’s reputa-

tion as an employer-of-choice in the next recruiting season.

Our evidence suggests that the organizations that incorporate early career support into their Onboarding

program realize a significant positive buzz on campus. This is no doubt partially due to the fact that the major-

ity of employers have traditionally offered little early-career support. However, as an increasing number of

organizations incorporate early career support programs, this will become a more significant issue. We be-

lieve that within five years, those organizations that do not have a reputation for providing high-quality early

career support will be at a significant competitive disadvantage on the college and university campuses.



2

Cultural

Every organization has a unique culture. The impact this has on an individual’s career success is

considerable. Although many forward-thinking organizations focus on identifying “cultural fit” during the

recruitment process, far fewer organizations make a concerted effort to orient new employees to the

uniqueness of the culture. Far too often new hires are left to “figure it out on their own”.

This is a mistake and accounts for a large percentage of attrition during the crucial first 12 months of

employment.

What does it mean to proactively orient new employees to the cultural uniqueness of the organization?

What are the specific issues that need to be addressed?

The answers to these questions depend on the organization first recognizing what makes it unique from

a cultural perspective. Is this an environment in which individual initiative is rewarded, or one that places

more value on consensus building? Is speed or careful deliberation more highly valued? Is the preferred

method of communication email, phone or meetings? How are decisions arrived at? When are employees

expected to act on their own? At what point are they expected to communicate their actions and to whom?

How does the culture and value system vary between the new hire’s department vs. the organization overall

in which they are working? It is also hugely important to note that from the perspective of a new hire, it is

also what makes the environment different from the one that he or she came from – which in many cases is

university – and therefore the culture that defines success is extremely different.

The breadth of issues that define the culture range from the seemingly superficial, to the understandably

significant. However, we find that most organizations leave it up to the individual to sort out the answers on

their own – a highly inefficient and costly process.

Although many organizations use mentoring as a part of their process for acclimating new hires, what

specifically the mentor is supposed to discuss with the new employee is often left to chance. We find that

having an agenda in which specific cultural acclimation issues are discussed (and supported by clear and

documented summaries) greatly assists in increasing the new hire’s time-to-productivity and overall

satisfaction with the organization.

Social

3

As an increasing number of employees relocate to accept new positions,

they leave behind their established social networks. It’s easy to forget how

unsettling this can be, and its considerable impact overall employee satisfaction.

Many supervisors make the effort to introduce their new hires to others in

the organization, and lunches are commonly arranged for the first couple of

days. After that, most organized support vanishes. This is an area that deserves

more attention through the Onboarding process as Social connections (or lack

thereof) have a material impact on new hires.

Employees relocating typically seek to establish social networks in two

groups: within the organization and in the larger, outside community. Kaiser’s

research has found that the organizations that are most effective in accelerating

this transition are those that make an effort to understand the interests and

activities of both the employee and their family. They take proactive steps to

introduce the new hires to appropriate organizations within the enterprise or the

larger community.

It is also important to recognize the importance of assisting the trailing

spouse or “significant other” who has also been uprooted from his or her

established social network. Specific outreach programs that focus on the unique

needs (both socially and professionally) have an extremely positive effect on the

adjustment, time-to-productivity and overall job satisfaction levels of new hires.

The key point is that the more these programs are structured, rather than

left to individual initiative, the greater the benefits to the overall organization.

Again these are but a few of the ideas the most effective and progressive

Onboarding initiatives are putting into practice.

8

PART FOUR www.KaiserAssociates.com



4

Administrative Quickly and efficiently enrolling employees in the organization’s benefits programs, obtaining security and ID

cards, setting up one’s workspace, and other administrative matters are an important component of the Onboard-

ing process. Unfortunately many organizations limit their Onboarding programs to just these administrative ac-

tivities.

There are a wide variety of IT systems available that are designed to assist the administrative aspects of

Onboarding. Our analysis, and the experiences of our clients, suggests that the systems vary enormously in so-

phistication. We would be happy to discuss our observations on the merits of various IT tools with you at any

time.

If there is one area of Onboarding in which organizations tend to be reasonably proficient, the administra-

tive component is usually it. However, the challenge is not to define the success of the overall Onboarding expe-

rience by how successfully organizations handle the purely administrative aspects.

Conclusion

Traditionally, Onboarding has focused on only the first few weeks or months of a new employee’s experience with an organiza-

tion. We find that for the majority of organizations the experience that a new employee has in becoming acclimated to the new

organization is largely dependent upon HR and the new hire’s immediate supervisor.

While the role of the manager will always be important, the most effective programs are those in which Onboarding is ad-

dressed from a system-wide perspective. In order for this to be possible, Onboarding must be endorsed and supported at the very

top of the organization. Although we believe that HR should continue to maintain ownership of the program, it cannot be viewed

as strictly an HR initiative. We further believe that Onboarding should be held to the same performance standards as any other

management program.

Clearly for those organizations that wish to create best-in-class Onboarding programs, an awareness of best practices across

industries is crucially important. We hope that as you move forward in developing your Onboarding programs you will avail your-

self of the opportunity to speak with us about our services in this area.

The next section in this report briefly reviews our system for working with organizations. We hope you will find it of interest.

9

www.KaiserAssociates.com PART FOUR

Our work indicates that the success of the Onboarding program is largely dependent upon the ability of HR to make a compelling case to senior management about the importance of the initiative. We further observe that when that case includes metrics, awareness of best practices and a systematic process, the interest of senior management increases significantly.



PART FIVE: The Kaiser System

We have been asked to support clients with the following Onboarding needs:

Opportunity Identification Where to focus Onboarding improvement efforts Best Practices Incorporate innovative practices into existing Onboarding structures Solution Design Both for entire programs and individual components Implementation Planning Positioning the enterprise for Onboarding changes Onboarding Integration Link with other HR programs/ systems (recruiting, development, etc.), including incorporating into the lines and functions of the organization Measuring Onboarding Success Snap-shot as well as on-going measurement programs

Over the past three decades, Kaiser Associates

has been widely recognized as a leader in pro-

viding clients with solutions to complex busi-

ness challenges. Our internationally recognized

capabilities in benchmarking and external anal-

ysis enable us to bring both cross-industry pers-

pectives and best-practice insights to the chal-

lenges of Onboarding.

Kaiser continues to build an Onboarding

knowledge base without a vested interest in a

specific solution, process or tool. Rather, we

develop customized solutions for public and

private sector clients that draw from the best

elements of the current Onboarding programs

developed by leading Global 500 companies.

Since each client project is customized,

the approach we take in supporting clients

often varies. However, many projects include

the key steps listed below.

Additionally, Kaiser has distilled its

knowledge base and program design approach

into a unique, economical, instructional guide

and toolkit, “Onboarding In-a-Box”. This

product is designed for organizations that

have the internal team to build and implement

a world class Onboarding program but not the

requisite experience or insights to do so

effectively, or the budget for our traditional,

hands-on consulting services.

2

Diagnosis and Hypothesis Development

Measurement

We assist clients in developing realistic and obtainable goals for their On-

boarding initiatives. An important component of this initial step is develop-

ing metrics by which the program will be evaluated. Based on previous

work, we inform metric identification and selection. Further, we assist you in

analyzing current performance against those metrics and the performance of

best-in-class organizations to establish a base of comparison.

1

Post measurement, we work with our clients to highlight the improve-

ment opportunities related to their Onboarding program. We have found

that what determines ultimate success is the ability to dig deep and identi-

fy the root cause behind the performance issues. In order to do this we

will not only evaluate your current situation but also compare it against

the experiences of our other clients to ensure that we are focusing on the

key issues that will impact the overall success of your Onboarding pro-

gram. For issues where resolution options are not clear, we develop hy-

potheses on “what levers need to be pulled” in order to develop the most

effective solution for your organization.

10

PART FIVE www.KaiserAssociates.com



Build a fact base

3

In this step we conduct external research into selected benchmark organizations (e.g.,

peer/competitor organizations and/or best-in-class) to determine the “hows and whys”

associated with the initial client performance data. At this point we are determining the

unique but relevant benchmarks that help explain performance levels. This important

step helps determine which learnings and practices are transferable to the client organi-

zation and which are not.

4

Design a Custom Solution

At this step we craft the design of a customized solution that reflects the unique

operating structure of the client and is based upon our knowledge of best-in-

class solutions. This solution will incorporate opportunities related to each of

the four key Onboarding elements (Early Career Support, Cultural, Social and

Administrative) and will likely have implications across functions and organiza-

tional layers. By utilizing a holistic solution approach, we find that clients are

able to leapfrog current best-in-class performers and create a competitive em-

ployment advantage with their Onboarding initiative.

Build the Communication and Implementation Plan

5

The success of any organization-wide initiative will depend in large part on the communication plan. If

Onboarding is to be embraced as a strategically imperative initiative it is important that the business

case for change is built and that appropriate organizational buy-in is achieved. Based on this realiza-

tion, Kaiser has worked with clients to help brand their Onboarding initiatives in a similar fashion to

other prioritized organizational initiatives (i.e. recruiting, leadership training, etc.).

At this stage the pilot program is expanded and timelines and resources levels are developed to

support the larger role out. We find that using the RACI framework (Responsible, Accountable, Con-

sulted, Informed) to execute the final deployment plan enhances the ultimate success of the perfor-

mance improvement initiative.

11

www.KaiserAssociates.com PART FIVE



CONTACT US

(202) 454-2000 www.KaiserAssociates.com

Kaiser Associates, Inc.

North America Practice Headquarters

1747 Pennsylvania Avenue, NW

Ninth Floor

Washington, DC 20006

About the Organization Development

Practice and its Leaders:

Kaiser Associates' Organization Development practice is focused on

helping clients align business strategy with processes, resources,

structure and the personal objectives and interests of their people.

The practice believes that the needs of the enterprise and those of its

people are inherently the same: to learn, advance, take calculated

risks, and reap the rewards and to uncover fertile ground for growth.

However, external and internal forces commonly cause misalign-

ment. Kaiser combines an analytically robust, systemic approach to

blueprinting and developing solutions that ensure that an organiza-

tion's architecture is optimized to support the business strategy and

deliver necessary results.

Mark Stein is Senior Vice President at Kaiser Associates and co-

leads Kaiser’s Organization Development practice. He has over 15

years of consulting experience and holds a B.S. in Business from the

George Washington University. You can reach Mark by calling

(202) 454-2060 or emailing him at [email protected].

Lilith Christiansen is a Vice President at Kaiser Associates and co-

leads the firm’s Organization Development practice. She has 15

years of consulting experience and holds a B.S. from the University

of Virginia and an M.B.A from the Wharton School of Business at

the University of Pennsylvania. You can reach Lilith by calling

(202) 454-2063 or emailing her at

[email protected].

[email protected]

12

KAISER ASSOCIATES, INC. www.KaiserAssociates.com

About Kaiser Associates:

Kaiser Associates is a global strategy-consulting bou-

tique with over 28 years of experience helping organi-

zations gain and sustain competitive advantage.

We are unique among leading consulting firms in our

ability to offer clients fact-based insights and advice

based on external learnings. Our powerful research

and analysis capabilities offer clients penetrating in-

sights into their customers/channels, their competitors,

their industry, as well as the best practices employed

by peer organizations and the “best-in-class”.

You can learn more about Kaiser Associates by visit-

ing us at www.KaiserAssociates.com.



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Making Onboarding Work - Kaiser Associates