By Stephanie A. Earl,<\/strong> Training Specialist Lead, Alliant Insurance Services, Inc.<\/p>\n At Alliant Insurance Services, Inc., we set the stage for success. From the moment a potential candidate navigates our Website through the first year of employment, we provide the necessary elements for ongoing support and development.<\/p>\n Alliant has grown rapidly in recent years, creating a need for additional onboarding programing, revisions of existing programs, and a restructuring of our approach, implementation, and measurement. We started with a full analysis and utilization of project management strategies to manage the change. \u201cWhen a project manager is tasked with leading a change initiative, they must focus on the identified change, manage risks, understand the impacts, find solutions, and ensure open communication,\u201d says Tonya Estes, manager of Learning and Development at Alliant.<\/p>\n The onboarding process is a critical stage in the employee\u2019s life cycle. Alliant\u2019s new hire orientation program plays a pivotal role in ensuring new talent feels welcomed, informed, connected, and prepared to thrive in their new role. It starts before day one, with a well-functioning Website that tells the candidate who we are and what we are all about. Our talented recruiters engage some of the brightest talent in the industry. Once hired, the collaboration between other departments launches into action. Technical equipment is delivered to remote workspaces before day one, along with the provision of clear information and next steps. Detailed checklists are used to ensure nothing is overlooked.<\/p>\n Alliant\u2019s IT department welcomes the new employee with a virtual meeting that explains setup and connection. The Human Resources department then provides a virtual instructor-led meeting to introduce new hires to our company handbook, benefits, and other necessary HR components. In the same week, the Professional Development department delivers two virtual instructor-led meetings that are lively, engaging, and welcoming. These two new hire experiences focus on networking and resources and expose the new employee to Alliant\u2019s culture and values. This is followed by a Q&A session to clarify any uncertainties. All of these elements focus on connection, social integration, and tools that lead to success.<\/p>\n \u201cI can say with certainty that onboarding at Alliant is different from most other companies,\u201d says Dean Molle, Training specialist on Alliant\u2019s Professional Development Team. \u201cOur presenters have turned what is usually a dry, formal process into a \u2018show\u2019 that is as much fun as it is informative. The levity is appreciated as evidenced by feedback showing that new employees feel welcomed, and it sets the right tone for what they can expect at Alliant. Who said insurance has to be boring?\u201d<\/p>\n The agenda contains components such as a company overview, team introductions, review of important policies and procedures, and compliance requirements. Due to the diversity that exists within and between our vast array of specialty niches, a strong focus on flexibility, adaptability, and customization is crucial. Innovation is a strong characteristic of Alliant, and we let new hires know from the very beginning that we are open to their new perspectives and ideas. As Alliant Chief Diversity, Equity & Inclusion Officer Lilian Vanvieldt says, \u201cIf you are rowing right and I am rowing right, then we are rowing in circles.\u201d<\/p>\n Each department then begins the process of new hire specialized orientations to fit the individual needs of their departments, from corporate roles such as accounting, legal, and marketing, to insurance industry specialty verticals such as aviation, agriculture, and public entity.<\/p>\n Explaining expectations helps new hires understand their roles and responsibilities. During orientation, new hires are assisted with aligning these expectations with personal and professional goals, leading to an understanding of how these contribute to Alliant\u2019s overall vision. A structured program extends throughout the first year\u2014it outlines performance expectations, a timeline for performance reviews, and opportunities for upskilling. Continuous clarification of how an employee\u2019s goals and contributions align with Alliant\u2019s goals and objectives is important.<\/p>\n Alliant\u2019s new hire program surveys new hires in the first month and at 90 days post-hire to gather important data. This data is analyzed for a continuous feedback loop of improvement. Additionally, a Zoom channel for each weekly new hire cohort serves to disperse resources, answer questions, and create connectivity between employees who have the shared experience of starting a new career at Alliant. Our continuous communication has led to the creation of new positions that serve to collaborate with other niches at Alliant. The results are innovative learning pathways and upskilling programs.<\/p>\n Alliant\u2019s new hire orientation program is a cornerstone that provides the foundation for variation, flexibility, and continuous learning pathways. \u201cAlliant\u2019s corporate new hire orientation program is successful, in part, due to its overall application to the diverse roles and divisions it serves while imbuing our entrepreneurial spirit,\u201d says Carla Spencer, first vice president, director of Employee Development at Alliant. \u201cIt is an introduction to Alliant that welcomes our new hires and helps them understand how their role is a value to the entire organization.\u201d<\/p>\n A well-thought-out orientation not only helps new hires acclimate to their roles but also fosters a sense of belonging and commitment to our organization. This has led to a 2 percent reduction in attrition rates and improved overall performance. Alliant\u2019s investment in our robust orientation program is an investment in the future of Alliant and its employees.<\/p>\n By Kathleen Horton,<\/b>\u00a0Senior Director, Learning & Development; Matt Caldwell,<\/b> L&D Program Manager II, International Sales Onboarding; and Allison Pinales,<\/b> L&D Program Manager II, Axon<\/p>\n A well-structured Learning & Development (L&D) program is the foundation of an engaged and high-performing workforce. At Axon, our commitment to providing a meaningful and impactful experience for new hires is reflected in our signature New Hire Onboarding (NHO) program. This initiative ensures that every new employee is equipped to thrive from day 1 by fostering a deep connection with our mission, vision, and values. Over time, we have refined our approach, incorporating feedback, global inclusivity, and strategic reinforcement to create a best-in-class onboarding experience.<\/p>\n<\/div>\n Axon\u2019s L&D team facilitates the NHO program every other Monday, welcoming new hires into a dynamic, virtual environment. From the outset, employees gain a clear understanding of Axon\u2019s purpose and culture. However, we recognize that effective onboarding extends beyond a single day; that\u2019s why we designed a structured day 1, 30, 60, and 90 onboarding experience. New hires participate in additional checkpoints and learning opportunities, reinforcing key learning objectives and strengthening their sense of belonging at Axon.<\/p>\n We have evolved our onboarding approach based on continuous feedback from participants. New hires provide input on both their experience in our sessions and their broader onboarding journey at Axon. We escalate feedback as needed, working closing with HR to make real-time improvements and course corrections ensuring retention remains high. Additionally, our program balances essential information with a structured delivery approach\u2014providing details when they are most relevant. For example, we introduce mental health and wellness resources on day 30 and discuss our employee referral program at day 90, preventing information overload and promoting better retention.<\/p>\n Axon is a growing global technology and public safety company, and we hire anywhere from 20 to 60 people globally with start dates every other Monday throughout the entire year. It is imperative for our Learning and Development team to provide one cohesive experience for all employees, regardless of their location. This need, however, comes with one of the key challenges of maintaining engagement in a virtual setting.<\/p>\n To address this, we\u2019ve curated a highly interactive and engaging program that incorporates live facilitation, high-quality videos, discussions, and group work. At our day 30 checkpoint, we introduce a scavenger hunt-style activity where new hires build their own guide to Axon\u2019s benefits and resources. This gamified approach reinforces learning while making the experience fun and memorable. Additionally, our breakout discussion on impact statements allows new hires to reflect on their purpose within Axon, leaving them feeling excited and empowered.<\/p>\n Flexibility is another core component of our onboarding strategy. Our sessions are open to all employees, regardless of their role. Whether welcoming a senior director or a frontline manufacturing employee, every new hire shares the same foundational experience. However, when necessary\u2014such as during an acquisition\u2014we customize content to ensure relevance while maintaining the integrity of our program.<\/p>\n The success of our NHO program is evident through measurable results at both Kirkpatrick Level 3 (behavior change) and Level 4 (business impact). By embedding new hires into Axon\u2019s strong culture early on, we cultivate a sense of purpose that extends beyond just a job. Employees leave onboarding with a clear understanding for how their role contributes to our greater mission to Protect Life. It\u2019s more than just a tagline. Our mission underscores everything we do at Axon, driving innovation and fostering a deep sense of accountability across our workforce.<\/p>\n Our Moonshot Goal\u2014to cut gun-related deaths between the police and the public by 50 percent in 10 years\u2014adds even greater significance to the purpose our employees feel when they join Axon. New hires quickly realize that their work\u2014whether in engineering, research and development, customer support, sales, or any other function\u2014directly contributes to the life-saving technology and policies that are shaping the future of public safety. This connection instills a profound sense of responsibility and motivation, as employees recognize that their contributions go beyond routine tasks; they are actively working toward a safer future.<\/p>\n On a broader scale, our onboarding strategy has contributed to consistently low employee turnover, with attrition rates remaining below 13 percent. Moreover, our company has experienced remarkable business growth, scaling from 900 employees to more than 4,100 in less than five years. This data underscores the effectiveness of our L&D best practice in driving organizational success.<\/p>\n For companies looking to develop a similar strategy or enhance their onboarding programs, we offer the following insights:<\/p>\n \u2022 Gather and act on feedback:\u00a0<\/strong>New hire feedback is invaluable in refining your program. Use it to make real-time adjustments and enhance the experience.<\/p>\n \u2022 Promote inclusivity:<\/strong>\u00a0Ensure onboarding is accessible to all employees, considering global time zones, name pronunciation, and cultural differences.<\/p>\n \u2022 Deliver information at the right time:\u00a0<\/strong>Space out key learning objectives across multiple checkpoints to avoid overwhelming learners and improve retention.<\/p>\n \u2022 Recognize that engagement matters:\u00a0<\/strong>Incorporate interactive elements, such as group discussions and gamification, to keep learners engaged in a virtual environment.<\/p>\n \u2022 Understand that flexibility is key:<\/strong>\u00a0Provide a consistent experience for all new hires while customizing content as needed for special audiences.<\/p>\n \u2022 Reinforce core values:\u00a0<\/strong>Reiterate the company\u2019s mission and values at multiple touchpoints to ensure alignment and long-term commitment.<\/p>\n Axon\u2019s onboarding strategy exemplifies how a structured, dynamic, and data-driven approach can yield tangible business results. By prioritizing engagement, inclusivity, and continuous improvement, we have created a best-in-class experience that prepares new hires for long-term success.<\/p>\n","protected":false},"excerpt":{"rendered":" Training magazine taps its Training MVP Awards winners and Training Hall of Famers to provide their learning and development best practices in each issue. Here, we look at onboarding programs at Alliant Insurance Services, Inc., and Axon.<\/p>\n","protected":false},"author":3017,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"cybocfi_hide_featured_image":"","footnotes":""},"categories":[12],"tags":[16],"class_list":{"0":"post-58897","1":"post","2":"type-post","3":"status-publish","4":"format-standard","6":"category-magazine","7":"tag-feature","8":"magazine_issues-may-2025"},"acf":[],"yoast_head":"\nProgram Details<\/h2>\n
A Well-Structured Agenda<\/h2>\n
Setting Clear Expectations<\/h2>\n
Gathering Periodic Feedback<\/h2>\n
Results<\/h2>\n
\nDELIVERING IMPACTFUL ONBOARDING AT AXON<\/h2>\n
Program Details<\/h2>\n
Overcoming Challenges Through Innovation<\/h2>\n
Results<\/h2>\n
Key Takeaways<\/h2>\n