New Hire Onboarding

Who it's for

New joiners in their first weeks, from a graduate in a first role to a new director, and the manager who hired them; one person or an intake.

Output

• A sourced profile of the employer, a values profile and a strengths profile the hire owns, and an ownership list settled with the manager in week 3
• A scored report after every simulation, with the moment that earned each score and one recommended focus, and one real push-back raised in the one-to-one
• A trajectory across every attempt, with Test your knowledge retaken at ninety days on the same settings, and for the manager a Ren summary of each joiner
• Scored against published frameworks: Schwartz's theory of basic human values, reflective commitment inquiry, the behavioural event interview, research on overplayed strengths and derailers, the RACI matrix, Cohen and Bradford's influence without authority, care and challenge, disciplined prioritisation and conversation layers

Program contents

1. Company literacy — Company Profile
2. Revealed values · Strengths and their cost — Values Clarification · Strengths Profile
3. Role ownership — Role Clarity
4. Speaking upward · Declining well — Managing Up · Saying No Simulation
5. Explaining the work — Test your knowledge

How the program works

A five-week program for new joiners in their first weeks, assigned by their manager, an HR or L&D lead or a facilitator, built on Renatus. One research report, three assessments and three simulation rooms · Five weeks, one or two rooms a week, from the company to the push-back · Unlimited attempts · Ongoing thereafter.

The rooms

Why this program exists

A new joiner's first weeks decide what they believe about the company, what they think they own, and whether they will ever tell their manager something the manager does not want to hear. This program prepares them through research, assessment and simulation, run by the manager who hired them. Ren researches the employer from public sources, reads the hire's values and strengths from the choices they describe, maps what the hire believes they own against what the manager and two peers believe, and then plays the manager and the colleague the hire has to push back on, so every scene is new and moves with what the hire says.

What you'll achieve

1. A sourced profile of their employer with a confidence rating on every section, and three questions only an insider can answer
2. A values profile and a strengths profile built from their own choices, with the cost each strength carries when overplayed
3. An ownership map that shows where their view of the role meets the manager's and the team's, settled into a list in week three
4. A scored report after every simulation, and unlimited attempts at every room, each charted against every attempt before it

At a glance

Who it's for

Every new joiner in their first weeks: a graduate in a first role, an experienced hire, a new director. The rooms calibrate to level. It is assigned by the manager who hired them, an HR or L&D lead or a facilitator; the manager's lines are for whoever holds the one-to-one. It runs for one person or an intake, because everything is individual except the ownership map, which needs the manager and two peers to answer. It assumes the hire has a job description and the team has something written down about its product, service or process.

Cadence

5 weeks

1

Company literacy · Company Profile · Read the opening and the reputation section; read the three questions

2

Revealed values · Strengths and their cost · Values Clarification · Strengths Profile · Read what the hire chooses to share

3

Role ownership · Role Clarity · Answer it yourself; read Ambiguous Ownership, Silently Dropped and Broken Handoffs

4

Speaking upward · Declining well · Managing Up · Saying No Simulation · Read Grounding and Outcome; read Alternative; hear the real push-back

5

Explaining the work · Test your knowledge · Read Handling the Unknown and Factual Accuracy; read the Ren summary; set the ongoing plan

Session by session