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Onboarding is a crucial process that sets the foundation for new hires' success in their roles and within the organization. Talya Bauer, a leading HR expert, has developed a comprehensive onboarding framework that focuses on the Four Cs: Compliance, Clarification, Culture, and Connection. These four pillars provide a structured approach to onboarding that ensures new hires are equipped with the necessary knowledge, skills, and resources to succeed in their roles, while also establishing a strong foundation for their ongoing development and growth within the organization. In this article, we will take a closer look at each of the Four Cs of onboarding and provide examples of activities that can be implemented to ensure a successful onboarding experience.

Four C's of Onboarding is a framework for designing effective onboarding programs. The Four C's are:

1. Compliance - ensuring that new hires are aware of and comply with company policies, procedures, and legal requirements.

2. Clarification - ensuring that new hires understand their roles, responsibilities, and performance expectations.

3. Culture - ensuring that new hires are introduced to the company's values, norms, and customs.

4. Connection - ensuring that new hires build relationships and networks within the organization.

Based on these Four C's, here is a comprehensive onboarding program:
Compliance
Provide new hires with an overview of the company's policies, procedures, and legal requirements:

Develop an onboarding module that covers important policies and procedures such as attendance, sick leave, and vacation policies, and the use of company resources such as computers, email, and internet access.

Discuss the legal requirements that the company must comply with such as occupational health and safety regulations, equal employment opportunity, and workplace harassment policies.

Train new hires on safety protocols, harassment prevention, and other relevant topics:

Provide access to necessary resources, such as employee handbooks and online training modules:

Provide new hires with a copy of the employee handbook that includes important policies, procedures, and guidelines.

Offer online training modules that can be accessed remotely to accommodate different schedules and learning preferences.

Assign a compliance mentor or point of contact who can answer questions and provide guidance:

Assign a compliance mentor or a compliance point of contact who can answer questions and provide guidance to new hires as they navigate the company's policies and procedures.

Ensure that the compliance mentor or point of contact has the necessary training and knowledge to provide accurate information and support.

By focusing on compliance during the onboarding program, new hires can better understand the company's expectations and avoid potential legal and ethical issues. Providing new hires with the resources and support they need to understand policies and procedures will help them feel confident and secure in their new role.
Clarification
Provide new hires with a detailed job description and performance expectations:

Develop a comprehensive job description that outlines the new hire's role, responsibilities, and performance expectations.

Share the job description with the new hire prior to their start date to give them a clear understanding of what is expected of them.

Set goals and objectives for the first 30, 60, and 90 days:

Collaborate with the new hire and their manager to set specific, measurable, achievable, relevant, and time-bound (SMART) goals and objectives for the first 30, 60, and 90 days.

Review the goals and objectives with the new hire during their onboarding to ensure that they understand what is expected of them and how their performance will be evaluated.

Schedule regular check-ins with the new hire's manager to provide feedback and ensure that goals are being met:

Schedule regular check-ins between the new hire and their manager to provide feedback on their performance and progress towards their goals and objectives.

Encourage open communication between the new hire and their manager, so that any issues or concerns can be addressed in a timely manner.

Provide access to training and development opportunities that support the new hire's role and career goals:

Identify training and development opportunities that align with the new hire's role and career goals, and provide access to those opportunities.

Provide the new hire with information about any relevant certifications, professional organizations, or networking opportunities that can support their growth and development.

Providing clear performance expectations and goals will help new hires stay focused and motivated. Regular check-ins and feedback will ensure that new hires receive the support they need to succeed. Providing training and development opportunities will help new hires grow and develop in their role and in their career.
Culture
Provide an overview of the company's history, mission, values, and culture:

Arrange for the new hire to meet with key personnel and departments:

Provide opportunities for the new hire to participate in company events and initiatives:

Encourage the new hire to share their own perspectives and experiences:

By focusing on culture during the onboarding program, new hires can better understand the company's values and how they align with their own. Meeting key personnel and participating in company events and initiatives can help new hires feel connected to the company's culture and values. Encouraging the new hire to share their own experiences and perspectives can help foster a sense of belonging and inclusion.
Connection
Assign a mentor or buddy to help the new hire navigate the organization and build relationships:

Provide opportunities for the new hire to meet with colleagues and team members:

Arrange for the new hire to attend departmental and company-wide meetings:

Encourage the new hire to participate in team-building activities:

New hires can build relationships with their colleagues and establish a sense of belonging within the organization. Assigning a mentor or buddy can provide a supportive and welcoming environment for the new hire. Providing opportunities to attend meetings and participate in team-building activities can help new hires better understand the organization's structure and culture, and facilitate collaboration and communication within teams.

The Four Cs of Onboarding provide a useful framework for designing effective onboarding programs that ensure new hires are equipped with the necessary knowledge, skills, and resources to succeed in their roles and within the organization. By focusing on compliance, clarification, culture, and connection, organizations can create a structured approach to onboarding that establishes a strong foundation for ongoing development and growth. Implementing activities such as providing an overview of policies and procedures, setting clear performance expectations, introducing the company's culture, and arranging meetings with key personnel can help new hires feel welcome and confident in their new role. Overall, an effective onboarding program sets new hires up for success and helps them become valuable contributors to the organization.

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Onboarding is a crucial process that sets the foundation for new hires' success in their roles and within the organization. Talya Bauer, a leading HR expert, has developed a comprehensive onboarding framework that focuses on the Four Cs: Compliance, Clarification, Culture, and Connection.

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"The department chair assists in hiring, training, evaluating, and supporting the faculty members in their respective departments.  The chair supports teachers who are new to the department or profession, teachers who might be struggling professionally or personally, and provides a first line of accountability for teachers in the department, partnering with the administration when more significant intervention is needed."

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NAIS Guidelines of Professional Practice for Department Chairs

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View this GPP as a PDF file. Approved by NAIS in 2011 The NAIS Guidelines of Professional Practice (GPPs) outline standards for professional conduct for various roles or positions within independent schools. We encourage NAIS member schools to view the individual Guidelines of Professional Practice below and share them within their school communities.

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Despite evidence that good onboarding matters, most managers and organizations don't get it right. A recent survey found that only 52% of new hires feel satisfied with their onboarding experience, with 32% finding it confusing and 22% disorganized. A poor onboarding experience can leave employees feeling uncomfortable, confused, and dejected. It could also make your employees less engaged at work. Reports show that disengaged employees cost businesses the equivalent of 18% of their salary. Addressing these gaps is vital for first-time managers to retain their teammates and maintain productivity.

Prepare them for the role. Start by preparing a detailed job description including any specific tasks, responsibilities, and expectations you have for your new employee within the first three months. Next, put together performance metrics that align with the job description. These metrics should be measurable, relevant, and achievable. Design a training schedule that progressively helps your new hire understand their responsibilities and achieve their goals. Finally, check in with your new employee frequently to assess their progress, address any challenges, and provide support as needed.

Help them integrate. Fostering a sense of belonging is a critical aspect of this integration. Organize in-person or virtual activities that range from games to virtual workshops, all aimed at promoting interaction and engagement among team members. Designate a member of the team to be the go-to mentor or "buddy" for your new hire. This mentor can also provide guidance, answer questions, and offer support, making the new hire feel welcomed and valued.

Re-onboard when necessary. As a first-time manager, it's crucial to recognize the signs of ineffective onboarding so you can address an employee's needs before it's too late. Red flags include your employee underperforming or seeming disinterested and disengaged, or asking too many questions and seeming confused.

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A Guide to Onboarding New Hires (For First-Time Managers)

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Despite evidence that good onboarding matters, most managers and organizations don't get it right. A recent survey found that only 52% of new hires feel satisfied with their onboarding experience, with 32% finding it confusing and 22% disorganized. A poor onboarding experience can leave employees feeling uncomfortable, confused, and dejected.

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by Emily Wetherell and Bailey Nelson

Story Highlights

Poor onboarding puts performance and new-hire retention at stake

Remote onboarding adds a new challenge for leaders

Managers must be prepared for their role in onboarding

Onboarding is about much more than " Where do I sit?" and learning the ropes of the job.

Onboarding is a journey -- a foundational part of your employee experience. It's about fulfilling the promises you made during recruitment and preparing employees to be high performers. When it goes well, employees feel a sense of belonging and learn what defines their success.

Unfortunately, only 12% of U.S. employees say their company does a good job of onboarding. Complicating matters further, leaders have a brand-new onboarding challenge: helping remote workers develop relationships and learn their role in a virtual setting. And according to Gallup analytics, nearly one in five employees either report that their most recent onboarding was poor -- or that they received no onboarding at all.

More than ever, leaders need rich onboarding experiences that help remote workers integrate with the company and become productive team members.

According to Gallup analytics, one in five employees either report that their most recent onboarding was poor -- or that they received no onboarding at all.

What's at stake are outcomes like performance and new-hire turnover. For example, 70% of employees who had exceptional onboarding experiences say they have "the best possible job." These employees are also 2.6 times as likely to be extremely satisfied with their workplace -- and consequently, far more likely to stay. Simply put, to get exceptional employee outcomes, you need exceptional onboarding.

To help leaders create exceptional onboarding experiences, Gallup asked employees to describe the most valuable aspect of their most recent onboarding experience. Employees shared a variety of answers, but three common themes emerged: people, learning and processes.

1. People: Foster meaningful relationships.

Onboarding is all about connection. For many employees, the most valuable aspect of their most recent onboarding experience was the human element -- meeting people, forming social ties and learning from their colleagues.

New employees want relationships that make them feel supported, included and respected. They value candid feedback and clear communication, particularly from leaders and managers. They want to meet lots of people, ask questions and receive mentoring from colleagues who genuinely care.

That is, new hires have their best onboarding experience when they respect their partners and trust that their coworkers are committed to excellence.

2. Learning: Show new hires where they can contribute.

Workers enter your organization with a plethora of questions -- like "What is this place about?" and " How do I fit in?" They crave answers and learning experiences that will help them reach their full potential. So it's of little surprise that many employees consider learning to be the most valuable aspect of their onboarding journey.

Yet only 29% of new hires say they feel fully prepared and supported to excel in their role after their onboarding experience.

While things like role training and computer setup are necessary, the most important discoveries for new hires pertain to the fundamental psychological needs every employee has, such as understanding shared cultural values and learning "how we do things around here."

Enter the manager. Gallup research shows that the effectiveness of an onboarding program is largely contingent on the manager's active involvement in the process. Managers are central to learning: They must clarify job expectations, explain big-picture goals and help new hires collaborate with their teammates.

Simply put, to get exceptional employee outcomes, you need exceptional onboarding.

Further, the example that managers set helps new hires get acquainted with cultural norms and values. Ultimately, when the manager takes an active role in onboarding, employees are 3.4 times as likely to feel like their onboarding process was successful.

3. Processes: Create a journey that's intuitive and easy.

The structure and execution of your onboarding program are also paramount: For many employees, the most valuable aspect of their onboarding journey was simply how it was organized and delivered. Employees want clear expectations for training and orientation, a well-defined onboarding structure, and a pace of learning that makes them feel well-prepared.

Shiny onboarding technology platforms might seem like the perfect answer, especially in the era of remote work. However, these programs can have a steep learning curve -- and don't show new hires how they fit into the culture.

For many employees, the most valuable aspect of their onboarding journey was simply how it was organized and delivered.

Organizations with world-class onboarding programs rely on analytics to design a process that not only answers the five questions of onboarding but also makes sense for their company.

For example, some employees want highly structured onboarding. For other roles, a flexible, evolving process is ideal. With the right data, leaders can tailor their program to meet employees' needs and the demands of the job. When it comes to exceptional onboarding, there's no one-size-fits-all.

Remember, onboarding is a journey -- and it takes longer than you think. Gallup's experience suggests that new employees typically take around 12 months to reach peak performance potential. New hires need time to shadow colleagues, master workflows and collaborate with key players.

Practical Advice for Leaders

In Gallup's experience, great onboarding involves far more than on-the-job skills training. The following strategies can help leaders excel with the people, learning and process components of their onboarding program -- and ultimately, create a holistic onboarding journey that engages even the most scattered remote workforce.

1. Find creative ways to build connections. At the office, relationship-building comes naturally during "water cooler" moments. For remote new hires, leaders need to think outside the box -- even to the point of scheduling small talk. For example, through monthly "coffee chats," new hires can get to know colleagues they don't typically work with, develop true friendships and uncover mentorship opportunities. Leaders should set an example, modeling the types of relationships they expect new hires to maintain.

2. Encourage tenured employees to reach out. A brief, genuine encounter with a leader or team member can leave a lifelong impression on a new hire. For example, a message asking, "How was your first week?" not only is welcoming, but it also liberates new hires to ask questions and be confident about whom they can go to for advice.

3. Lean into learning. A new hire is eager to learn about their job. But Gallup research shows that valuable learning experiences offer far more than role-specific training. Exceptional onboarding programs explain the history and origins of the company -- and perhaps more importantly, how the new hire's work promotes the greater mission and purpose of the organization. When employees understand why and how their job fits into the bigger picture, they can start delivering brand promises faster.

4. Add experiences that bring your culture to life. Onboarding should be an invitation for new hires to participate in your culture, whether that's a culture of innovation, customer-centricity or competition. This requires both communication and firsthand experiences: New hires need to see and feel how your culture plays out and how they fit into it. For example, your onboarding journey might highlight case studies about world-class customer service to teach new hires how they're expected to embody your customer values. Or if your culture emphasizes ethics and compliance, your onboarding journey might include a deep dive into your incident reporting process.

5. Send a welcome package. A "care package" with gifts or handwritten notes can speak volumes to new hires, making them feel seen and valued. Plus, through human connections, leaders have an opportunity to reinforce their work culture and core values -- reassuring new hires that they're in the right place.

6. Create a formal mentorship program. Job seekers are on the hunt for development, coaching and mentorship. To meet this need -- and promote retention -- leaders should pair new hires with a mentor or adviser who can answer their questions and help them learn and grow. Trust and team cohesion form rapidly when teammates go the extra mile to mentor and invest in their newest members.

7. Prepare managers for an active role. Managers must be present, involved and available throughout new hires' onboarding journey. Managers are culture conduits who must embody shared values and provide learning experiences that bring the culture to life. With the right development and training, managers can become coaches who immerse new hires in the culture, connecting them with the right people and providing the support and mentoring they need.

8. Use data to optimize your program. Organizational analytics -- such as quality-of-hire metrics -- can illuminate everything from risk points for turnover to strategies for reaching high performance faster. Gallup has helped leaders assess the current state of their onboarding program and use those insights to find best practices, establish standards for success and track program efficacy.

Nearly every organization has an onboarding program, yet few employees say their onboarding experience was great. The reinvention of onboarding is not just overdue; it's necessary for success in the post-pandemic workplace.

That is, if leaders want to compete for talent -- not to mention keep it -- they need to create an onboarding journey that can only be described as exceptional.

A better employee experience starts with better onboarding:

Author(s)

Emily Wetherell, Ph.D., is a Methodology Associate at Gallup.

Bailey Nelson is a Writer at Gallup.

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8 Practical Tips for Leaders for a Better Onboarding Process

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by Emily Wetherell and Bailey Nelson Story Highlights Poor onboarding puts performance and new-hire retention at stake Remote onboarding adds a new challenge for leaders Managers must be prepared for their role in onboarding Onboarding is about much more than " Where do I sit?" and learning the ropes of the job.

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To gather some inspiration, I have talked with friends about the most innovative initiatives that create an inclusive onboarding experience. I've avoided initiatives that prioritize one group or identity. Instead I've included initiatives that try to create a universal experience of inclusion. It's important to mention... This is meant as inspiration in designing your own onboarding process. Inclusion should not be approached as a checklist of behaviors or accommodations. It's about listening to your employees (and future employees), understanding their needs and developing a program that makes sure they are seen and heard. I've broken down the onboarding experience into three main stages and provided examples of inclusive initiatives for each part.

Here's a detailed list of initiatives to put in place before the first day for a new employee. This is often called the pre-onboarding phase. Some of these initiatives may not feel like onboarding projects, but they lay the foundation for an inclusive company culture. Inclusive onboarding does not exist in a vacuum, it's part of a holistic approach to build an inclusive company culture (Related: this post on inclusive communication).

D&I Transparency

Even before someone decides to apply to your company, you have an opportunity to make an impression on them. Be proactive and share your company's D&I goals and progress publicly. This creates a clear signal that D&I is a priority for your company. This will help applicants know whether the company is a good fit with them. Simply put, you are more likely to find candidates who are passionate about a diverse and inclusive workplace if you have bold ambitions and you share them publicly. Make sure your recruiters and hiring managers also understand your goals and are able to talk about them confidently.

Inclusive Hiring

There's a lot of information already out there about inclusive hiring. I won't reinvent the wheel here. But I'll mention a few important things:

Develop a hiring process that is as unbiased and fair as possible, use techniques such as fair, inclusive language in your job ads, blind CV reviews, and standardized questions and scoring in interviews.

Invite a diverse hiring team (interviewers, hiring managers) to review candidates (this also sends a message to your candidates that you value diversity).

Make sure your hiring managers, interviewers and recruiters have been trained to understand and counteract their unconscious and conscious biases.

Analyze your hiring process to see where bias creeps in. Look at where you see a drop-off of applicants (by gender, for example) to identify problems.

Make sure your offer committee makes fair and standardized salary offers. This is an important way to avoid creating pay gaps from the start.

Relocation Support

For candidates that are relocating for the job, think about what their particular needs are. Supporting them in obtaining a work permit, finding housing, understanding local bureaucracy and getting settled is a huge help. Consider providing customized support to those who need extra help in relocation, for example:

Candidates with families

Candidates with disabilities

Candidates who care for their family members (for example a parent)

Candidates with religious observances that require dietary restrictions or specific prayer times

Candidates who do not speak the local language

Regarding financial support for relocation: relocation can cost somewhere between 2,000 and 10,000 euros. A system for reimbursement that requires the employee to have all their money for relocation ahead of time can be very exclusionary. Consider a way to provide relocation support in advance.

Guide to New City

Speaking specifically about Berlin, there are a lot of layers of bureaucracy that can make relocation really frustrating. Make this process as easy as possible to alleviate that mental burden for the new employee. This can include instructions to "register" (if needed) with the local government office, obtain a bank account, get tax identification information, find an official rental contract and more.

Beyond bureaucracy, providing additional information about the new city really helps make settlement easier. This includes sharing information about:

Religious spaces for prayer

Instructions on how to enroll children in kindergarten or school

Location of cultural institutions

How to get in touch with police or other emergency services

How to find general practitioners or specialty doctors (especially in an emergency)

Health community spaces including those that offer special healthcare such as HIV+ support, PrEP, STD testing and other counseling

Queer and LGBTQI+ community spaces

Spaces that offer mental health support (finding a therapist is a particular challenge in Berlin and can take months to sort out)

This isn't an exhaustive list. Ask your employees what they had to sort out on their own when they relocated and use that for inspiration to create support documents for new employees.

Welcome from the Team

Ask the colleague's new team to reach out before day one. This creates a bit of a psychological safety net before that intimidating first day at a new company. If any team building events happen before day one, make sure the team extends the invitation to their new employee. Make sure they feel like their new team is ready and excited for them to join.

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Understanding and designing an inclusive onboarding experience.

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In November 2019, I gave a talk on Inclusive Onboarding at the Onboard.Amsterdam 2019 conference. I'll share some of the main discussion points of my talk. Employee onboarding is the process of...

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From A Welcome Note To Treats: Winning Onboarding Moves 

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From A Welcome Note To Treats: Winning Onboarding Moves 

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Winners

​It's as true with starting a new job as it is with meeting new people: You never forget your first impression-and companies only get one chance to make it. Done well, onboarding leads to higher job satisfaction and performance levels as well as lower turnover. But a bad initial experience with your organization can send your new employees running for the door.

Fortunately, a little planning can go a long way toward creating a great encounter. To gather some practical ideas, we asked the HR community to share stories on social media about onboarding wins and losses. Some are real game changers.

A Welcome Sign
Our new hires tell us that having their desk ready, a welcome sign and co-workers taking them to lunch the first day are their fondest onboarding memories.

Gif ts and Treats
I set up an orientation day for a former employer, giving small gifts or treats to new hires. We arranged the room to welcome them, gave them personalized name tags and had all of their paperwork divided into easy-to-navigate sections. I got great reviews from the participants, who felt informed, engaged and excited to be part of a team. I also suggest giving new hires a mentor, checking in on them daily when they're training and within 30 days after that. I find this helps retention.

Wow Them
A friend recently started a new job, and her employer had an iPod Mini waiting on her desk accompanied with a welcome card signed by all her colleagues. I understand that not all companies can do this type of thing, but it was a personal touch that she really loved.

Check-Off List
We use a standard onboarding procedure to ensure we don't miss any aspect of the process. From recruitment to post-offer to the employee's first month, we keep an onboarding checklist for each new employee. We include agendas for the first week and sometimes even the first month, which include scheduled training, team lunches and check-ins. We assign a peer to mentor the new employee and ask for feedback throughout the process. This approach has been very successful for our company.

Post Their Photo
Prior to new employees starting, we ask them to send us a photo and write a paragraph about their background so we can post those on our intranet site. It shows up in the "featured news" section so everyone sees it when they log in. In addition, we give the new workers a tour of our office and introduce them to everyone. -Ashley Weiner, SHRM-SCP, HR manager, MG2 Architecture, Seattle

On their first day, new hires take a property tour with our Hawaiian cultural advisor to learn the history of the Grand Wailea Resort and the locations of key areas, including pools, restaurants and the spa. Then we send them on a scavenger hunt on the second day to confirm they understand the layout of the property. They have to solve 10 riddles that reveal the names of various places where they find small baskets of gold coins. The goal is to collect a coin from each basket and make an extraordinary lifetime memory for a guest while on the hunt.

Video Greeting
A t a health care facility where I previously worked, we created personalized welcome videos to the new hires from their supervisor. It was a good way for the candidates to put a face to a name and feel like part of the team even before they started their first day.

Create Accountability
O nboarding should be a visible element of the organizational strategy, and managers must be held accountable for consistently executing an onboarding plan. A critical disconnect is to not establish performance metrics for hiring managers that address their role in onboarding, talent development and talent retention-three critical drivers of employee engagement. In the absence of some strategic alignment, managers will focus on what they are held most accountable for. -Zeb G. LeVasseur, HR consultant, Houston

Our onboarding process begins with a questionnaire that we send to employees before they start. We find out interesting facts, including what their favorite candy is, and on their first day they arrive to a bag of that candy on their desk. We have a three-day orientation that includes every department. New hires recei ve a staff directory with everyone's picture, e-mail and phone number. -Karen Sharp-Price, HR manager, VoIP Supply, Amherst, N.Y.

I once created a Jeopardy game for orientation. It was fun and competitive, and the new employees learned all they needed to be productive after spending a week with HR and other departments. We also gave new hires company shirts that were all the same color, so other employees knew from afar who they were and could help them get on board.

Losers

Not Prepared
One mistake I've experienced is when no one arranged to have my login, database access or computer ordered and set up prior to my start date. Once I had to wait almost two weeks, sitting idle at my desk, until my computer and accounts were set up.

Alone at Lunch
In a post-hire survey, one of our clients scored the weakest on one statement: "A team member invited me to lunch my first day on the job." Fancy programs are great, but helping employees make that personal connection with co-workers is invaluable-and relatively easy.

Plumbing Problems
I took a new employee on a tour of the office only to have the sink erupt into a waterfall as we walked in the kitchen!

Clueless
When I walked into a job as an HR manager with a previous employer, all the people I had interviewed with and would be working with were out of the country. The vice president of operations walked up, introduced himself and said, "So, what do I do with you now?"

Big No-Nos
Don't give the new employee a workspace that hasn't been purged of unnecessary files or have her start when the supervisor is out of the office. And make sure to spell her name correctly on business cards and the company announcement of hire.

Game-stoppers

Bully Boss
A training supervisor asked a new employee if he was "retarded" because he didn't understand how to complete a task.

Maniac Mentor
I once worked for a large company where my manager assigned another employee to mentor me. This person laughed at me for taking notes and never explained any of the details of how to do the job. Needless to say, I was fired because of a lack of protocol training. The manager didn't like it when I pointed out that her favorite employee wasn't training me well. Since then, I have been against the "mentor" approach. Passing the buck is inefficient and unfair to all parties.

Snoozing and Losing
I know someone who was hired to a sales position and required to attend training in a smoke-filled casino. Both trainers fell asleep while a researcher presented the science behind the company's products. On top of that, the new employee was required to share a hotel room with a stranger.

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Onboarding Mistakes to Avoid And Some Creative Ideas to Adopt

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The HR community shares the best and worst examples of onboarding practices.

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"Start the onboarding process immediately after a contract is signed. Most schools have new hires attend orientation or coach pre-season practices before the contract date. To move away from this potentially problematic practice, I suggest shifting start dates to July 1, in line with the fiscal year. This also can help new faculty become immersed in the culture of the school before the school year officially begins."

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Talya N. Bauer (Ph.D., Purdue University), recipient of the Heneman Jr. Award for Career Achievements in HRM as well as the SIOP Distinguished Teaching Award, and HRM Division of AoM's Innovative Teaching Award, has co-authored several books: "Organizational Behavior," "HRM: People, Data, and Analytics", "Principles of Management," "Psychology & Work," and "Atlas Black: The Complete Adventures." She teaches organizational behavior, human resources, I/O psychology, power and influence, negotiations, as well as training and development at the graduate and undergraduate level at Portland State University. She conducts research about relationships at work funded by NSF, NIH, SHRM, and SIOP. More specifically, she works in the areas of leadership, selection, and new employee socialization which have resulted in dozens of journal publications. She has acted as a consultant for government, Fortune 1000, and start-up organizations. Her work has been discussed in BusinessWeek, The New York Times, Wall Street Journal, NPR, and USAToday.

Dr. Bauer is involved in professional organizations and conferences at the national level such as serving on the Human Resource Management Executive Committee of the Academy of Management and SIOP Program Chair and member-at-large and SIOP President (2018-2019). She is the former Editor of Journal of Management, is currently an Associate Editor at Journal of Applied Psychology, and is, or has been, on the editorial boards for the Journal of Applied Psychology, Personnel Psychology, Journal of Management, and Industrial and Organizational Psychology: Perspectives on Science and Practices. She is a Fellow of Society for Industrial and Organizational Psychology, American Psychological Association, IAAP, and the American Psychological Society.

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The Employee Onboarding Playbook: How innovative companies use employee onboarding to increase employee loyalty, productivity, and engagement.

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The Employee Onboarding Playbook: How innovative companies use employee onboarding to increase employee loyalty, productivity, and engagement. - Kindle edition by Bauer Ph.D., Talya, Fard, Amin. Download it once and read it on your Kindle device, PC, phones or tablets.

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"Retention of faculty involves specific programming related to DEI during the onboarding process and in professional expectations..One teacher explained, “we went through like three days of diversity training before we ever even started like our Crest experience together... we came in knowing that was an expectation that we were, you know, a diverse community who supported each other and it was okay to make mistakes but that we needed to learn and grow and continue that way.”

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25 Surprising Employee Onboarding Statistics in 2024 | StrongDM

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1. An effective onboarding process boosts retention of new hires by 82%. 2. Only 12% of U.S. employees believe the company they work for has a satisfact…

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Caitlin O'Neill, Founder of the Sacred Heart-NY Onboarding Program, Current Head of Lower School at Sacred Heart-CT

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Caitlin O'Neill, Founder of the Sacred Heart-NY Onboarding Program, Current Head of Lower School at Sacred Heart-CT

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Sacred Heart Greenwich Names Caitlin O'Neill as Head of Lower School

Sacred Heart Greenwich is thrilled to announce the appointment of Mrs. Caitlin O'Neill as the Head of Lower School, effective July 1, 2024, following an extensive nationwide search. A dedicated educator and alumna of Convent of the Sacred Heart 91st Street, O'Neill brings with her fourteen years of experience from Convent of the Sacred Heart, 91st Street in New York City. Her roles there included teaching positions in First Grade, Second Grade, and Fourth Grade, Lower School Math Specialist, and Lower School Curriculum Developer, as well as Lower School Dean of Academic and Faculty Development.

In her new role at Sacred Heart Greenwich, O'Neill is poised to drive innovation and collaboration, fostering a community rooted in critical thinking, curiosity, faith, and a genuine love for learning. Collaborating closely with the Heads of Middle and Upper School, she will define the identity of the Lower School, nurturing cohesive relationships from early childhood through 12th grade. A passionate leader, O'Neill is dedicated to cultivating joyful learning, promoting a supportive and growth-oriented environment aligned with the school's mission, and reinforcing the Goals and Criteria. With a proven track record of success, she brings enthusiasm to engage and a commitment to prioritize the ongoing evaluation and refinement of curriculum and pedagogy. Her focus includes expanding opportunities for competency-based learning, differentiated instruction, and interdisciplinary experiences, ensuring a holistic and enriching educational experience for all students.

"We are delighted to announce the appointment of Mrs. Caitlin O'Neill as the Head of Lower School at Sacred Heart Greenwich," said Mr. Michael Baber, President. "Caitln's diverse roles in classroom teaching, curriculum development, and leadership, both academic and spiritual, uniquely position her to enhance our commitment to academic excellence and student development. We express our sincere gratitude to Kathleen Dunn '73, P '10, '11, a dedicated alumna and educator who has devoted 47 years of exemplary service to Sacred Heart Greenwich, for stepping into the Interim Head of Lower School role this year and for her committed leadership to the Lower School."

As the Lower School Curriculum Developer and Lower School Dean of Academics and Faculty Development at Convent of the Sacred Heart, 91st Street, O'Neill demonstrated extensive expertise in the creation and implementation of curriculum mapping. She orchestrated grade-level teams, leading professional development initiatives and refining and introducing programs such as the Associate Teacher Mentoring Program and the On-Boarding Program for all faculty and staff. O'Neill's adept leadership and organizational skills, combined with her experience as a teacher in First Grade, Second Grade, and Fourth Grade, as well as the Lower School Math Specialist, bring valuable insights to Sacred Heart Greenwich as the Head of Lower School.

"As an alumna of a Sacred Heart school, I am honored to continue to serve the Network as the new Head of Lower School at Sacred Heart Greenwich," said Caitlin O'Neill. "Having experienced the transformative impact of a Sacred Heart education firsthand-as a high school student and later as an educator- I am committed to fostering an environment where our students not only succeed, but they thrive both academically and as a whole person. Each and every child has her own set of unique gifts, and it is our job, through the guidance of the Goals and Criteria, to help her uncover those gifts and share them with the world. I look forward to guiding the next generation of strong, compassionate, and empowered women as they discover their potential and contribute meaningfully to our larger global community."

O'Neill holds a Master of Education in Private School Leadership from the Klingenstein Center at Columbia University, New York, NY, a Master of Science in Teaching with Dual Certification in Early Childhood and Childhood Education from Fordham Graduate School of Education, New York, NY, and a Bachelor of Science in Psychology from Fordham College at Rose Hill, Bronx, NY. She is an alumna of Convent of the Sacred Heart, 91st Street. O'Neill lives in Westchester County, New York, with her husband and three daughters.

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Sacred Heart Greenwich Names Caitlin O'Neill as Head of Lower School

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ONBOARDING DON'TS From The Office Television Series

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ONBOARDING DON'TS From The Office Television Series

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Michael's Orientation Video - The Office US

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View ideas from fellow school leaders at FORUM/DEIB

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View ideas from fellow school leaders at FORUM/DEIB

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Activities, structures and more for onboarding from school leaders attending FORUM/DEIB 2025.

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DEIB Reflection Questions From Elizabeth Guillory

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DEIB Reflection Questions From Elizabeth Guillory