EVP & Onboarding Transformation
I led the strategic redesign of the Employee Value Proposition articulation and the full Employee Onboarding Journey for a regional insurance organisation operating across LATAM.
Disclaimer: Detailed reports and implementation artifacts produced for this project are client-owned and protected under NDA. Only a high-level overview is shared here to respect confidentiality constraints.
Project details
Client
Chubb Insurance
Project
EVP & Onboarding Transformation
Year
2025
Services
Service Design Strategic Design Facilitation
Credits
HD* - Human Design Doing
My role focused on translating cultural intent into operational systems: aligning HR, managers, IT, and business stakeholders around a coherent 90-day experience that connects culture, performance, and belonging.
This project moved from workshops to implementation: playbooks, role guides, KPIs, communication assets, and governance mechanisms.
Challenge
The onboarding experience was fragmented.
Each country and team executed it differently. Managers improvised. HR carried most of the operational burden. Cultural messaging was strong in intention but weak in ritual and structure.
The risk was clear: early disengagement, inconsistent performance ramp-up, and a missed opportunity to embody the company’s EVP from day one.
The challenge was not to “improve onboarding.”
It was to design a system that operationalises culture.
Idea
We approached onboarding as a multi-actor service ecosystem, not a checklist.
The core idea:
Onboarding is a 90-day cultural transition — not a Day One event.
We reframed the experience around:
Clear role accountability (RACI + role guides)
Behavioral milestones across 30–60–90 days
Structured feedback rituals
A Buddy model as an emotional bridge
Measurable KPIs tied to engagement and performance
A communication narrative that signals cultural evolution, not process change
Instead of adding more documents, we built a coherent system.
Development
The work unfolded through a structured discovery and co-design process:
1. Multi-stakeholder workshops
We mapped the real journey across HR, managers, IT, administration, and new joiners. Friction points and cultural gaps became visible.
2. Role clarity & accountability
We designed detailed role guides (Manager, HRBP, Buddy, IT, Administration, New Joiner) with objectives, behaviors, deliverables, and success indicators.
3. 90-day learning curve model
We translated onboarding into behavioral stages — from curiosity and low autonomy (Week 1) to consolidation and feedback (Day 90).
4. Measurement framework
KPIs were defined across priority levels, with ownership, frequency, and dashboards to avoid “metrics that live on slides.”
5. Communication & activation kit
We designed:
A visual Employee Journey Map
A cultural reboarding manifesto for internal teams
A welcome letter for new hires
Buddy messaging templates
An implementation roadmap with governance
The result was not a presentation. It was an operational playbook.
Growth / Impact
The project delivered:
A unified onboarding framework across countries
Clear ownership across actors (reducing duplication and ambiguity)
Embedded 30–60–90 day feedback rituals
Defined KPIs for satisfaction, autonomy ramp-up, and early retention
A cultural narrative aligning onboarding with long-term engagement
Most importantly, it repositioned onboarding from an HR task to a leadership responsibility.
This project reinforced something I deeply believe:
Culture is not declared. It is designed — and then operationalised.
This was only a Glimpse.
I would love to share the full version with you. Connect with me on Linkedin or send me a message below.
