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Week 1: Candidate perspective
See the company and the role as a candidate sees them, and list where the onboarding material contradicts or omits what they find.
People and HR · Facilitator-led
Six rooms over five weeks that build the onboarding from evidence and test it before the first joiner sees it.
A five-week program for the people who design and own onboarding, assigned by an HR or L&D lead or a facilitator, built on Renatus. One research report, one culture diagnostic, two document rooms and two simulation rooms · Five weeks, one room a week and two in week 4 · Unlimited attempts · Re-run with every intake.
5 weeks · 6 rooms · Total time 2 hours
Sign up to continueHeads of people, HR and L&D leads, people partners, the hiring managers of the teams that take the most joiners, and one recent joiner, three to six in all.
A five-week program for the people who design and own onboarding, assigned by an HR or L&D lead or a facilitator, built on Renatus. One research report, one culture diagnostic, two document rooms and two simulation rooms · Five weeks, one room a week and two in week 4 · Unlimited attempts · Re-run with every intake.
Set-up: the name of the company, the specific role or job title being considered, the location of the role, and the type of decision.
Every respondent answers on their own: their level in the organisation, how long they have been here, what the stated values look like day to day, how leadership behaves against what they say, how safe people feel to speak up, and specific examples or stories that capture the culture.
Set-up: company stage and headcount, the core value-delivery processes, the current functional or team structure, where execution is currently breaking, and who the review is for.
Set-up: the confirmed topic and scope, the selected listener archetype and the selected challenge level.
Calibration: role title, stakeholder type and history (peer, senior or partner; friendly, neutral or skeptical), industry or sector, a brief description of working context, and the organisation website as an option.
Set-up: what they are trying to achieve and by when, where they are now, the four-phase execution timeline, the things that absolutely must happen, who is responsible for each item, what could derail the plan, and how they will measure progress.
The people who design onboarding decide what every joiner believes about the company in their first month, what they think the job is, and whether they are still there in a year, and they decide it under a deadline, from a welcome deck nobody has tested. This program prepares them through research, a culture diagnostic, two working documents and two simulations. Ren researches the company and the role as a candidate would, reads the culture from recent joiners, builds the map of the work a joiner enters and the rollout plan from what the design group states, pressure-testing every soft answer, then plays the listener the pack is tested on and the manager whose commitment the rollout depends on, so every scene moves with what the participant says.
See the company and the role as a candidate sees them, and list where the onboarding material contradicts or omits what they find.
Find out what the culture is to last year's joiners, set against what the design group believes, so the pack teaches the values as they are lived.
Map the work a joiner walks into, and name the handoffs they will get wrong in month one and the capability gaps onboarding must close.
Prove the pack can be learned from by a person who did not write it, then win the commitment of the manager who runs their part of onboarding.
Turn the design into a rollout with a verifiable goal, a critical path, a named owner and a date for every item, the risks ranked, and the first week's actions.