A question was recently posed in a LinkedIn Onboarding forum asking whether onboarding for new hires should be different from onboarding employees following an acquisition. I give a resounding, “YES!” which is, in fact, one of the drivers behind our Xperiocity philosophy and technology.

Let’s break it down. I believe that good onboarding focuses in three main areas:
* Organization
* Role
* Self and others

A new hire who has never worked in your organization, and especially one new to managing others, will benefit from a robust onboarding program with focus in all three areas and touch points throughout the first full year .

However, the approach needs to be tailored differently for “Reboarding” employees who aren’t completely new to all aspects of the job and organization.

For example, assuming that they received strong learning and development in their prior company, acquired employees making a lateral role shift likely need a Reboarding experience that focuses most heavily on their new Organization – culture, strategy, brand ambassadorship.

Contrast that to Reboarding for an in-company person making a lateral move, who presumably has already been acculturated but will need to focus heaviest on mastering her new Role.

Over the past decade, there has been a strong push away from New Hire Orientation to true Onboarding, and these scenarios illustrate why this is more important than ever. In today’s rapidly changing work environment, organizations require a robust and flexible Onboarding program that can be tailored to developing groups of employees in their unique situation. A holistic learning approach, delivered in the workflow using an experience-driven platform such as Xperiocity, makes this possible.


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