When the Complaints Start Rolling In

Onboarding new employees is a huge challenge. Every department wants their own processes, approach, content, tools, and timelines. Sales and marketing are two of the worst in their demands! And why? Because they are responsible exclusively for revenue generation. So any delay to onboarding has a material impact on financial results.


Add to this challenge that many in leadership do not fully understand what it takes to bring in talent and keep it. And the witches brew is complete. 


But there is a way out. The first step is to diagnose the situation. Find out what is missing in your current onboarding program. Then worry about applying the fix. 


Diagnosing Root Cause on Current State

For the businesses who are suffering from high turnover or long onboarding periods or both, perform the following due diligence assessment. 


Below is an example of a recent assessment we did for a client and the stoplight approach we used.  Click here to enlarge image.




Take Action



Using this approach will help you narrow down the problem at hand so that you can bring to bear the key solution approaches. But once you know the problem, get to work on it. Use the stoplight approach to triage the problem. Red areas get addressed first.


Given that one of your goals, as HR leader, is to develop talent into a key sustainable competitive advantage, take steps to ensure your onboarding program is part of that.


If you do embrace a best practices onboarding capability it will enable you to create and maintain a positive culture for your company. 


If you are a VP of Human Resources contemplating how to improve the quality of your onboarding program, consider these other SBI-provided insights:



For Human Resource leaders who think these suggestions have merit, give us a ring.  Here is how to contact us:


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Mike Drapeau

Makes data and analysis come alive so clients can understand the “what” and “why” and design solutions that fit the environment.

Once the leader of SBI Delivery, Mike is now head of the firm’s internal talent development, so he has had the fortune to help some amazing sales and marketing leaders. He starts by earning their trust. Much of this comes from his deep base of experience. With more than 25 years in sales, sales management, pre-sales and sales operations, he’s never met a challenge he didn’t like. And with backgrounds in sales leadership, marketing, and sales operations, he shuns the idea of being a desk jockey and relishes the idea of living in the field.


Mike maintains, develops, and leverages SBI’s library of emerging best practices for sales and marketing, which leads to evidence-based solutions, custom-fit to each client. Maniacally focused on execution, Mike does not believe in giving clients fancy deliverables with no operational details. He knows that field adoption is key. After all, if behavior doesn’t change, the lift doesn’t come. Likewise, if those closest to the field adopt the solution, the client wins.

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