Use cases / Manufacturing organisation
Client case
Deepler Journeys · Onboarding and turnover
Onboarding new employees: a large group on board at once
A manufacturing organisation had to onboard a large group of new employees in a short time, while quickly running at full capacity. Knowledge was mostly passed on one to one by a small group of experienced colleagues. With Deepler Journeys, onboarding new employees became scalable, so on-the-job trainers could spend their time on the job itself.
Sector
Industry
Target group
New production staff
Solution
Deepler Journeys
Application
Onboarding at scale
In brief
The question
How do you onboard a large group of new colleagues at once?
The insight
Trainers spent a lot of time on questions that were not about the job.
The result
New employees settle in faster, trainers keep time for the machines.
The question: how do you get a large group on board quickly and well?
A large group of new employees was needed in a short time, all starting around the same time. Knowledge transfer was a challenge on two fronts: learning to operate the machines, and helping new colleagues settle into the organisation. Both landed with the same small group of on-the-job trainers, who also had to keep production running.
The approach: Deepler Journeys for settling in, trainers for the job
The organisation made a deliberate split. Job-specific knowledge stayed with the trainers. Settling in was organised with Deepler Journeys: every new colleague follows the same journey, with practical information at the right moment and short check-ins in the first weeks. Signals and open questions go straight to HR or the team leader, instead of to the trainer on the shop floor.
One journey for everyone
The same start for every new colleague
Check-ins at fixed moments
Week 1, week 2, week 4 and week 8
Signals to the right person
HR and team leader, not the trainer
The insight: settling in, not the job, took the most time
The first check-ins showed that many questions were not about the machines. New employees wanted to know what their roster looked like, who to turn to and whether they were doing well. Those questions used to end up with the trainers. By handling them through the journey, more coaching time was left for work on the line.
Onboarding journey · production employee
Open question in week 2: the team leader picks it up, the trainer stays at the line.
Illustrative view
The result: a scalable start, as an illustration
As an illustration of the intended effect: new employees know sooner where they stand and feel at home faster. Trainers spend their time mainly on operating the machines, so the organisation reaches full capacity sooner. HR sees per group and per week where new colleagues get stuck, and can step in before anyone drops out.
- The same good start for every new colleague
- Trainers relieved of non-job-related questions
- Weekly signals visible to HR and team leaders
Onboarding new employees at scale: three lessons
What this organisation learned about onboarding a large group at once:
Split the job from settling in
Trainers for the machines, a journey for the rest.
Ask early how it is going
Doubt in week two is easier to solve than in month three.
Send signals to the right person
Not every question needs to go through the shop floor.
Read more about Deepler Journeys, or see how a childcare organisation engages new colleagues before their first working day.
Frequently asked questions
Frequently asked questions about onboarding new employees
How do you onboard a large group of new employees at once?
By separating what needs personal coaching from what does not. Job skills need a trainer, while settling into the organisation can largely be organised through a fixed journey.
What is the difference between job training and onboarding?
Job training is mainly about learning the work. Onboarding is broader: settling into the team, the culture and the organisation is part of it too.
How do you take pressure off on-the-job trainers?
By handling practical and organisational questions somewhere else. That way trainers keep time for the job content.
When do you schedule check-ins during onboarding?
Many organisations choose the first week, after two to four weeks and after two to three months. In a production setting, a short check-in after the first shifts helps.
Does Deepler Journeys also work for employees without a desk?
Yes. Check-ins are short and work on a phone, so employees on the line can fill them in easily.