Case Study 04 · Fix the first 90 days
Built one enterprise onboarding experience from fragmented data and processes.
A distributed technology company needed a consistent path from arrival through Day 90. Engagement, performance, exit, and onboarding information pointed to early-tenure friction, while the experience itself was spread across pages, people, and informal practices.
The organization did not need another welcome page. It needed a consistent operating experience that clarified expectations, relationships, and early measures of success.
We led the diagnosis, the connection across people systems, the Day 1–90 architecture, leader and manager resources, check-ins, success milestones, governance, and iteration.
The organization moved from disconnected resources to a sequenced enterprise pathway with clear owners, timed support, practical artifacts, and measurement targets.
Reduces avoidable ramp friction, makes manager support repeatable, and creates earlier visibility into new-hire risk before it becomes unwanted turnover or lost productivity.
The solution
Designed for adoption, not just launch.
We combined workforce signals with the existing employee journey, identified where responsibility broke down, and rebuilt the experience around what a new leader needed to know, do, and demonstrate.
- 01Diagnose
Read the data and map the experience
- 02Design
Set one Day 1–90 standard
- 03Build
Create tools for each person in the system
- 04Activate
Launch timed journeys and handoffs
- 05Measure
Track readiness and early-tenure signals
Supporting proof
What sat behind the work.
- New-hire and manager hubs
- Leader and manager checklists
- Day 30, 60, and 90 check-ins
- Role clarity and relationship prompts
- Engagement, performance, exit, and onboarding data
- Employee and manager enablement hubs
- 30-, 60-, and 90-day check-ins
- Manager guides and role-based checklists
People Partners, managers, HR Operations, and Talent/Enablement.
People Partners reinforced the process, monitored whether it was being followed, and surfaced gaps for iteration. Managers supplied role and team context and completed the required checkpoints. HR Operations and Talent/Enablement supported access, automation, and resources.