NationwideMutualInsuranceCompany

OrientationProgram

Evaluatedby:
AloraCaminiti
BrandenCornell
AshleyRanaudo
BreanaSmallwood
MorganThomas


TableofContents
I.

ReviewoftheOrientationProgram
A. OverviewofTheCompany

B. CurrentOrientationprogram

C. AlignmentwithStrategicGoals

D. ConsistencywithOtherHRPolicies
E. EvaluationofOrientationDonebytheCompany
II.

CritiqueoftheProgram
A. Strengths:CentralizationofOrientation&UseofNewAssociateChecklist
B. Weaknesses:LackofAdministration&NeedsofEvaluation

III.

RecommendationsforChange

IV.

References

V.

Appendices
A. OverviewofOrientation
B. NewAssociateChecklist
C. Kirkpatrick/PhillipsModel
D. TIPSBlendedLearningModel
E. ADDIEModel
F. ProjectManagementSteps
G. TimelineandCostsforaBlendedLearningOrientationProgram
H. LearningManagementSystemDescription/Operation

I. FeaturesoftheLMS
J. LockesGoalSettingTheoryModel
K. CentralizationTable
L. ParticipantSurvey
M. PostOrientationtest
N. MeasureofchangeinBehaviorforms
O. Timelineandbudgetforevaluationprocess
P. FeaturesofInstructionThatFacilitateLearning

I.

ReviewoftheOrientationProgram
A. OverviewofTheCompany

NationwideInsuranceisamutualinsurancecompanyspecializinginhomeandautoinsurances.
Thecompanywasfoundedin1926byMurrayD.Lincoln,whosemaingoalwastoprovidehigh
qualityinsuranceatlowratesforfarmersinOhio.StillheadquarteredinColumbus,Nationwide
grewtobeoneofthelargestinsurancecompaniesintheUnitedStates,withover30,000
employees,andremainsverypopulartothisday.Ourprojectwillbefocusingontheorientation
andbeginningstepsoftrainingthatsalesrepresentativesreceiveattheRaleighbranchof
Nationwide.IntheRaleighBranch,thereare850employeeswithourprimarycontactandsource
ofinformationbeingJohnWelch,theSeniorHumanResourcesConsultant.
B. CurrentOrientationProgram
AtNationwideInsurance,leadersareencouragedtostayincontactwithnewsalesassociates
fromtheirofferdateuntiltheirofficialstartdateinordertostartbuildingtheirrelationship.This
conceptalsotriestoensurethattherearenounansweredconcernsorquestions.During
Orientation,allnewsalesassociateswillgothrougharecordedonboardingwebinarthatcanlast
fromtwotothreehours.Duringthiselearningsystememployeeswilleitherlistenandwatchon
theirown,ortheywillexperiencewithothernewassociatesandaHumanResourcesbusiness
partner.Orientationdoesnotoccurseparatelyforeachnewemployee.Thewebinarisaired
twiceamonthtobecognizantoftime,whichgivesnewemployeeswhohavebeenhiredaround
thesametimethechancetointeractandexperiencethistogether.Therecordedonboarding
programcontainsinformationregardingthecompanyhistory,strategy,culture,andvalues.It
alsocoversinformationregardingcontactsandbenefits.Eachnewassociateisalsoprompted

withtheironlinenewassociatechecklist,whichguidesthemthroughthefirstyearat
NationwideInsurancewithcontinuoushelpfromtheirmanager(AppendixB).
C. AlignmentwithStrategicGoals
SinceNationwideisalargecorporation,therearemanydifferenttrainingprogramscreated.
Althoughthesetrainingprogramsarecompanywide,theyaretypicallycreatedandmaintained
bythespecificbusinessunits.Theiroverallstrategicgoalistoprotectwhatsmostimportantand
buildasecurefinancialfutureforUSconsumersandbusinesses.Somespecificstrategicgoals
regardingHumanResourcesatNationwideareTalentManagement,ChangeandLeadership
Effectiveness,EngagingCulture,andCoreHumanResourceResponsibilities.Thesedifferent
strategiesaretaughtthroughoutthedifferentbusinessunits.Also,orientationplaysalargepartin
alloftheirpeoplestrategies.Orientationhappenseveryfewweeks,sonumberofattendees
dependsonnumberofnewhiresinthattimeframe.Itsetsthefoundationofanassociates
experience.Buildinginitialawarenessofwhotheyare,whattheydo,andwhytheydothethings
theydoiscriticaltoencouragingengagedandproductiveassociates.
D. ConsistencywithOtherHumanResourcePolicies
Nationwiderealizesthatwithalargecompanylikeitself,itisimportantfortheorientationtobe
inaccordancewiththerestoftheirHRpracticeswithcurrentandrelevantinformation.To
achievethis,theykeeptheirorientationprogramsuptodatewiththelatestpracticesinregardsto
compensation,performancemanagement,traininganddevelopment,etc.,sothattheemployees
haveasolidfoundationforwhichtoassimilateintothecompany.
E. EvaluationofOrientationDonebytheCompany

Accordingtoourdirectcontact,JohnWelch,therearecurrentlynomethodsofevaluationbeing
conductedbymeansoforientation.Thereishoweveroneformalperformancereviewdoneper
year,withamidyearcheckinwithinthesamedocument.Managerstypicallyhavemore
performancediscussionsbeforehandwiththeirassociatesthatcomplimenttheformalreview
whichmayincludetimetospeakabouttheorientationprocess.Thisdoesnotseemtobeenough
detailorattentiongiventotheoverallevaluationoforientation.
II.

CritiqueoftheProgram

A. Strengths
CentralizationofOrientation
NewhiresatNationwidewillneedtostartbuildingaknowledgeofwhatthecompanydoesthe
missionandvisionaswellastheirrolesaspartofthecompany.Amajorstrengthof
NationwidesOrientationprogramisthecentralizationoftheprocessofputtingemployees
throughorientation.WithacentralizedprocesscomingoutoftheHumanResourcesdepartment,
trainingcostscanbetrackedandmanaged,consistentcontentandinformationcanbedistributed,
anderrorratesonthejobareminimized(Tovar).
WithNationwideInsurancescurrentOrientationprocess,informationandvideosabout
thecompanycanbeprerecorded.AlthoughOrientationmaynotbedoneinthesame
geographicallocation,thismethodensuresthatallnewhiresreceiveconsistentinformation
aboutthecompanyandthatNationwidecangetthesamepointsacrosstoeachemployeeinorder
tominimizethoseerrorrates.Thiscentralizationisactuallyverycommonlargecompanieslike
Boeinghavefoundthatcentralizingtrainingeliminatesvariationandduplicationintraining
(Noe,p88)
.Inachartshowingthestrengthsofbothcentralizationanddecentralization,itis

clearthatcentralizationhasmanymorebenefits,whichgreateraffectthecompanythan
decentralization(AppendixK).Forexample,thecentralizationofOrientationtraininghelpsto
discouragetheuseofdifferenttechnologiesandmethodstotraintheiremployeesthroughoutthe
differentoffices,increasingefficiency.Also,orientationisconsolidatedintotheHRunitso
supervisorsknowthestepsofthehiringprocessandwheretosendtheirnewhiresontheirfirst
day.ThiscentralizationanditsbenefitsensurethatOrientationrunssmoothlyinthehandsof
theHumanResourcesteam.

UseofNewAssociateChecklist
WhilesomecompaniessendtheiremployeesthroughOrientationandintotheworkforce,
NationwideInsurancetakesadifferentapproachtokeepnewemployeesmotivatedtolearnand
engagedintheirdevelopmentthroughouttheirfirstyearwiththecompany.Attheendof
Orientation,newhiresaregivenaNewAssociateChecklist(AppendixB)toguidethemthrough
theirfirstyearwithNationwide.Thisentailssuggestionsaswellasmandatoryactions.Itserves
asaremindertocompleteonlinetrainingsontopicssuchassafety,andalsotorecommendwhen
theemployeeshouldmeetwiththeirsupervisortoensuretheyaremaintainingsteadycontact.
Thismethodalignswiththefacilitationoflearningandtransferoftraining,aswellasthe
goalsettingtheory(Noep158/169).InthetabledemonstratingtheFeaturesofInstructionthat
FacilitateLearning(AppendixP),objectives,meaningfulcontent,andtraineeresponsibilityand
selfmanagementarealllistedfeaturesthatareencompassedbytheNewAssociateChecklist.
Byprovidingnewemployeeswithachecklistoftasks,itgivesthemclearobjectivestokeep
themontrack.Thetasksaremeaningfulandgivetheemployeesopportunitiestocontinueto

learnoncetheactualOrientationsessionhasended.Thechecklistalsopromotesresponsibility
andselfmanagement.Itisuptoeachindividualtokeeptrackofthechecklistandensurethat
theyaregettingeverythingcompletedtheywillnotbegivenregularremindersbytheir
supervisor.Thislessonofselfmanagementcanteachanemployeehowtobemoreorganized
andbettermanagehis/hertime.
AnotherbenefitoftheTheNewAssociateChecklistisitsalignmentwiththeGoal
SettingTheory,whichassumesthatapersonsconsciousgoalsandintentionsinfluencestheir
behavior(Noe,p158).Thechecklistisonelargegoal,withsmallersubgoalsrepresentedin
eachtask.Thisgivesnewemployeesaprojectandmotivatesthemtodirecttheirattentiontothis
yearlongeffort.Overayear,theywillhavetimetocompleteeachtaskattheirownpacewithin
specifictimeframes.Takingeachtaskatatimewillbelesslikelytooverwhelmthe
employees,asgoalstypicallyonlyresultinhighperformanceiftheyarebelievedtobeattainable
(Noe,p158).Employeeswillbecomeinvestedinwantingtocompletethischecklistbytheend
oftheirfirstyearsotheycanachievetheirgoalandbewheretheyneedtobeprofessionally.
B. Weaknesses
LackofAdministration
AshortfallofNationwidesorientationprogramisthatforsomeemployeesitishardtostay
motivatedbywatchingathreehourwebinar.CurrentlyorientationattheRaleighbranchis
occurringuptoeveryfiveweeksdependingonthenumberofnewhiresinthatcurrent
timeframe.Thisfeatureoftheirprogramcouldcausepotentialspeedbumpsbecausethereisa
lackofopportunityforotheremployeestocollaboratetogetherandlearnfromexperiencebehind
acomputerscreen.MissyPopielarcheck,fromtheRaleighbranch,sharedwithus,The

orientationandpolicyguidefornewemployeesshouldbebrokendowntoshowallaspectsof
NationwideInsuranceCompany.Personally,Ihavenoticedthatamoreoneononeapproach
versusagroupsettingseemstobemorebeneficialfornewemployeeslateron.Iftheemployee
isoverlookingacertainconcepttaughtonthewebinar,thereisachanceitwillnotbecaughtby
anupperlevelemployeewithmoreexperience.Wefoundthistoholdtrueduringclasswhen
askedviaclickerifstudentshadexperiencedandorenjoyedelearningtechniques.Wefoundit
interestingthat52%of25peerspolledreportedyestoexperiencenotoenjoyingwhiletheother
48%respondedwithyestobothquestions.Sincetrainingaffectscustomersatisfaction,
misreadingasituationlikethatcouldpotentiallylosebusiness.
Anotherwaytheonlinewebinarsmaybelessbeneficialareifyouaregivinganemployeethe
chancetodecideontheirownwhentocompletetheassignment,theymayputitoff.Thereason
beingisbecausetheycutintothesalesrepresentativestimeatworkbuthavealackofinterest
whennotgettingpaidextrabydoingitathome.Ordinarily,anemployeemaywelcomethe
distractionoftrainingandseeitasabreakfromtheirworkhowever,atNationwide,thesales
representativeswhohavetogothroughthistraining,workoncommission.Whentheywork
throughthetrainingwhileatwork,theyarelosingvaluabletimethattheycouldbetryingtosell
moreinsuranceinthefield.Forthesesalesreps,timeismoney.Iftheyfeelasthoughtheyare
losingvaluabletimebyhavingtocompletetraining,thentheyarelesslikelytodoitwell,orpay
closeattentiontoit.ThisspecificconceptrelatesbacktoEdwinLockesgoalsettingtheory.As
notedinAppendixJthesepersonallysetgoalsmustbeattainable,challenging,andsituation
specificifemployerswantthebestresultstocomefromthisorientationstyle.Byhavinga
personalinteractionwithafacetofacewayoflearning,quicklyansweredquestionstobetterthe

processwillbeattainable.Holdingyourselftoabetterstandingwithpeersandleadersaround
willbechallenging.Lastly,theuseofahybridprogramwillbesituationspecificdependingon
thequestionsgivenandmoremanageabletobestsuitasalesorientedposition.

NeedsofEvaluation
AfterspeakingwithmultipleemployeesattheRaleighbranchofNationwide,wehavefoundthat
apresentissueintheirspecificofficeisthatthereislackofevaluationfollowingorientation.
Aftercompletingthewebinar,theycompleteanewemployeechecklistoverthecourseofa
year.Thisisbeneficialtokeepemployeesontrackbutlacksintheevaluationprocessfollowing
tomeasuresuccess.Thisissueisnotuniquetonationwide.AccordingtotheAmericanSociety
forTrainingandDevelopment,onlyabout52%ofelearningprogramsareevaluatedonjustthe
firstleveloftheKirkpatrick/PhillipsModel(ASTD)(AppendixC).SinceNationwideisasales
basedcompany,youmustbewillingtostepoutsideofyourcomfortzonedealingwithsituations,
andhavetheknowledge,skills,andabilitytoworktothebestoutcomepossiblewhilealways
keepingcompanygoalsinmind.Employees,however,feelthatthetimeframefromhiringnew
employeestothestartofthejobistooshorttobeabletobeevaluatedintimeforthemtohavea
highsuccessrate.Thereisnoformalwayforparticipantstogivefeedbackoniftheorientation
programhelpstheirperformance,ortheorientationprogramitself.Sincetherearemany
differentlevelsandbusinessunits,itisdifficultforashortonlinevideotobeabletofullybreak
downallaspectsNationwideInsuranceCompanyhastoofferwithouthavingamentorbeing
abletoanalyzewhereyouneedimprovementduringandafterorientationtraining.Thisincludes
thehistory,strategy,culture,values,andemploymentinformationstatedabovewhichallneed

appraisaltoensurethenewemployeeisreadytobesentintothesalesmarket.Currentlythe
practiceholdsthatanannualevaluationisheldwithoverviewsofhowmanypoliciestheysell
andemployeebehaviorsbutnothingrightafterinitialtraining.Wefeelthatevaluatingthe
employeesonamonetaryleveldoesnotaccuratelyreflectifthetrainingprogramsarehelpful
andthattherearemorebeneficialwaystoevaluatetheprocess.

III.

RecommendationsforChange

RecommendationOne:LackofAdministration
Theprimarypointofconcernlieswithinthedeliveryoftheorientationprogram,whichatthis
pointintimeissolelydeliveredviawebinar.WhilethisenablesNationwideasawholeto
presentinformationtoalloftheemployeesofthecompanyinauniformmanner,thisformof
deliveryhasthestrongpotentialtoalsoalienateindividuals,leadtoboredomandthusalackof
attentivenessthatresultsinalackofabsorptionofthematerialsbeingpresented.Sowhilethere
isacommonalityinthepresentation,theremayalsobeacommonfailureinthisdelivery.The
commonfailuresaslistedaboveincludealackofadministrationandalackoftimemanagement.
Currently,NationwideutilizesElearningfortheirorientationtrainingprograminthe
formofawebinarandonlineemployeechecklist.Elearningisverybeneficialforseveral
reasons,onebeingthereductionintrainingcostswhichhavebeennotedtoleadtodramatic
monetaryaswellastimesavingsanywherefrom40to50percentwithinacoupleofyears
(Gueutal,2006).Increasedemployeeflexibilitythatallowsemployeestolearnattheirownpace
intheirownsettingswhichsignificantlyreducestraveltimeawayfromboththeofficeandtheir
nonworklives.Elearningalsohastheexceptionalbenefitofprovidingfeedbackand/orthe

allowanceoftrackingemployeetraining/progresswithminimaleffort.Whileallofthesefeatures
aregreatofElearningingeneral,Elearninginthewrongformatcanhavepitfalls.
SomepitfallsofElearningrevolveprimarilyaroundthefactthatitoccursonlineandthat
facetofaceinteractionislost.Thisleadstoindividualsfeelingisolatedduetothelackofsaid
interaction.Thislackofinteractioncanbedetrimentaltoboththecompanysgrowthintermsof
alackofrelationshipsamongstemployees,employeesandmanagement,andthereductionin
potentialcareerenhancingnetworking(Gueutal,2006).Outsideoffeelingisolated,some
individualssimplyarenotpreparedforanonlineexperienceandcouldbepoorinanElearning
environmenteitherduetoalackofexperiencewiththetrainingformat,and/orinexperiencewith
technologyitself.Elearningcanalsorunintodifficultieswithmodifyingcorporatetraininginto
anonlinelearningenvironment.Similarly,sometrainingshouldnotandcannotbedone
effectivelyovertheweb.Thisisespeciallysignificantifthetrainingisinsoftskills,asopposed
tofactbasedtraining.Elearningisgreatforexplicit,detailed,andfactualbasedlearning
however,itfallsshortinitsabilitytoteachteamwork,leadershipandinterpersonalskills,the
softskills(Gueutal,2006).
AcknowledgingthebenefitsandshortcomingsofElearning,arecommendationfor
blendedlearningfortheorientationprogramforNationwidessalesemployeesismade.Blended
learningisdefinedasthemixingandintegrationofdifferentlearningdeliveryapproaches,
includingclassroomandelearning,tocreateasinglelearningprogram(Lam,2014)Ablended
learningenvironmentwouldbeinclusiveofbothElearningaswellasfacetofaceinteraction,
alsoknownashybridlearning.Blendedlearningmakesupfortheshortcomingsofasolely
Elearningbasedtrainingenvironment.BeingthatthesalesforceforNationwideisessentiallya

frontfacinggroupofindividuals,theyarethefirstcontactwithconsumers,theyneedtobe
heavilytrainedinsoftskills.Thesesoftskillshaveafartransferoftrainingwhenpresentedinan
Elearningplatformhowever,whenpresentedinaclassroomfacetoface,bymanagement,soft
skillshaveamoreneartransferoftraining.Thispresentationgivenbymanagementalso
alleviatesthefeelofbeingbothisolatedfromotherindividuals,aswellasallowfornetworking
tooccurwithinthecompanythatcanassistincareerenhancement.Thesetwofactorsalonecan
greatlypromotetheknowledgebasewithinanorganizationandimproveoveralllearninganda
healthyworkenvironment(Zhang).
ThisrecommendedblendinglearningmethodoftrainingwillutilizetheTIPSblended
learningmodel,whichistheinclusionofvarioustypesoflearningperspectives:pedagogical,
technological,social,andinstitutional.Fromthepedagogicalperspectiveblendedlearningshifts
theroleoftheteachertothestudentbyprovidingthestudentthecontroltolearnontheirown
timeandattheirownpace,specificallywhendealingwithElearning(Lam,2014).Thedesign
oftheorientationtrainingprogrammustbealteredtoallowfortimetobesplitbetween
classroom(facetofaceinteraction)andonline(Elearning)tooccur.Aswellasthelearning
materialhastobesplitanddeliveredintheirmosteffectiveformatsbythebestmedium.The
instructionaldesignoftheorientationtrainingprogramwillbedesignedbyHRstaffandupper
managementtocreatecourseplans,onlineactivities,inclassactivities,before/afterclass
activities,andevaluationmethods.Aninvaluablefeatureofutilizingbothonline/facetoface
learningistheabilitytoevaluateandassessanemployeesprogress.Assessmentswillcomein
theformofPretest/Postteststhatwillbedeliveredonline.Thepretestwillassesswhatthe
employeesexpectfromthetrainingsession,whattheyknowaboutthecompany,aswellasfield

basedscenarioquestions.Theposttestwillthenassessthesesamefeatures,aswellasincludea
5questionsurveyabouthowtheylikedthetrainingcourse,howeffectivetheythoughtitwas,if
theypreferredthefacetoface/Elearningbetter,whattheirmost/leastfavoritepartwas,aswell
asanyrecommendationstheywouldmake.
FromatechnologicalperspectivetheprogramwillbeintheformofaLearning
ManagementSystem(LMS)whereonlinelearningcaneasilybetrackedandmaintained.With
thishowever,theprogramneedstohavesupportintheformoftechnologyaswellasindividuals
whocanreadilyassistemployeesinneed,aswellasinstructors.Inordertokeepemployees
attentionduringtrainingonlinelearningobjectsneedtobevaried,suchas:digitaland
nondigital.Multimediacanleadtoincreasedretentionandastrongergrasponthesubject
becauseofthemanyelementsthatarecombinedinelearningtoreinforcethemessage(Zhang)
Thetrainingwillhaveinteractivevideos,audio,aswellasvisualaids.
Fromasocialperspectivethemajordownfallinanonlinelearningplatformisthelackof
socialinteractionandthustheincreasedfeelingsoflonelinessandlearnerisolation.Learner
isolationbeingthefeelingthatifanemployeewasexperiencingdifficultiestheycouldnot
readilyaskquestionsandreceiveimmediatefeedback.Inordertoresolvethisissuerealtime
communicationtoolswillbeprovidedintheLMS.Allowingforavirtualpresenceofassistance
duringcertainhourstoallowforsupportforemployees.Toaccommodateforemployeeswho
completeonlinelearningmodulesduringinconvenienthours(notwithin8am5pmworkhours).
Acommonquestions/answersdatabasewillbeprovidedforeachmodule,aswellasaforum
thatemployeescanpostintoseekassistancefromeitherinstructorsorotheremployees.This
allowsfor24/7assistanceinthemostconvenientwayaswellastoallowinteractionamongst

employeesandthebuildingofrelationshipsandaninitiationtosharingofinformation(More
featureslistedinAppendixI).
FromaninstitutionalperspectivetheLMSwillalignitselfwithNationwidesstrategies
andpoliciesandenhanceinstitutionalgoals.IntermsofHR,anLMSwillmakealignmentof
orientationtrainingandthecompaniesstrategicgoalsfairlyeasy.AfewofNationwides
strategicgoalsintermsofHRare:TalentManagementandChangeandLeadership
Effectiveness.TalentManagementincludesassessmentofemployeesandtrackingkeytalent,a
LMScantrackandmonitoremployeetrainingscoresandvisuallyshowwhoisexceedingand
whoisnot.Withtheimplementationoftheblendedlearningtrainingprogramleadership
effectivenesswillbechallengedandadaptabilitytothenewchangecanbemonitored.Inthe
developmentoftheblendedlearningorientation9projectmanagementstepsneedtobe
undertakentomaketheprogramasuccess(AppendixF).
Toensuresuccesswiththeprogram,theADDIEModelwillassistinthetrainingdesign
process.FollowingthemodelpostedintheAppendix(AppendixE)thefollowingstepswillbe
undertaken:Planning,Analysis,Design,Development,ImplementationandlastlyEvaluation.
ForplanningthetrainingneedsofthesalesemployeesatNationwidetobeassessed,aswellas
thejobneeds(anyneededchangesand/orjobstandardsthatneedtobemet).Trainingneedswill
alsoincludetheabilityofemployeestopartakeinanElearningblendedtrainingprogram(do
theyhaveaccesstotheinternetandtheskillsneededtofunctioninablendedenvironment).The
analysisportionofthetrainingdesignprocessconsistsofidentifyingthetasksathandthatneed
training.Inregardstothesalesforce,softskillsneedtobetaughttotheemployeesof
Nationwide.Thesewouldincludesocialskillsandtheabilitytoapproachclienteleinthe

appropriatemannerandknowhowtohandleyourselfinsalessituations.Jobperformance
standardsneedtobeassessedaswellastheskillsandknowledgerequiredtoaccomplishthegoal
andtodosofollowingtheNationwidecorecompetencies.Thenecessaryemployee
qualificationsneededandentrylevelabilitiesneedtobeassessedpriortothedesignprocess,as
well.Thedesignprocessneedstoconsistofestablishingwheretrainingwilltakeplace.Being
thatthisisablendedtrainingprogram,thetrainingwilltakeplacebothonlineaswellasinan
inclasssetting.Adescriptionoftheonlinetrainingprogramwillneedtobebothwrittendown
aswellasdrawnup.TheprogrammanagementteamwilldetailhowtheLearningManagement
System(DescriptionofanLMS,aswellashowitoperatesispostedinAppendixH)istolook
andoperateforthechosenLMSservicecompanytocreate.Thisincludescreatingand
developinglessonplansandtrainingmaterials.Inthedevelopmentstage,theprogram
managementteamwillutilizemanagementandprevioustrainersknowledgeandmaterialsto
createlessonplansfortheonlineLMS.Thisdoesnotmeantosimplycutandpastethematerials
previouslyusedtotheLMS,thismeansalterthematerialtobeengagingwiththeintentionof
enhancinganemployeesknowledgeofthecompany/position.Theonlineportionofthetraining
programwillpredominantlybefactsaboutthecompany,corecompetencies,benefits,and
companyculture.Whiletheinclassaspectofthetrainingwillbeactualjobtraining(softskills
andscenariobasedbusinessgames).OncetheLMSiscreated,theimplementationprogram
begins.TheLMSwillbemadeavailabletonewincomingemployeesinthesalesforce.Records
willbekeptofallemployeesprogressandevaluationswillbegivenonlineofboththe
employeesperceptionoftheprogram,aswellasthetrainers.Theevaluationprocesswilloccur
atallstages,monitoringtheprogressoftheprogramandutilizingresultsofhoweffectivethe

newprogramistotheoldwebinarversionoforientationtraining.Thiswillbedoneby
pretest/posttestmeasures,aswellasemployeesurveys.Thecostsandtimetabletoimplement
thiswholeprocessisshowninAppendixG.
Whilecommunicatingwiththecompanyitwasmadeknownthatmanagementand
employeesareverywelcomingofchangeifitisexplainedastowhythechangeisbeingmade
andforwhatbenefit.Thechangewoulddirectlybenefitnewcomingemployeestoallowforan
overviewofthecompany,aswellasprovidescenariostowhichtheemployeecanwitnessand
applytotheactualjob.Thischangeofhavingmorefacetofaceinteractionwouldhopefully
eliminatealackofattentivenessandalsoallowcohesiontooccurbetweenuppermanagement
andnewincomingemployees,beginningtherelationshipaswellastheimmersionintothenew
cultureofNationwide.

Recommendation2:NeedsofEvaluation
OursecondrecommendationwillbetousetheKirkpatrickmodeltocreateandexecutea
waytoaccuratelyevaluateNationwidesOrientationefforts.Priortobeginningevaluation,and
beforeevenconductingtheorientationprogram,Nationwideneedstomakesuretheyare
creatingaclimateforlearningandtransferoftraining(p.181Noe).Ourrecommendationwould
bethatduringtheperiodoftimethatleadersareworkingtostayincontactwithnewhiresbefore
theirstartdate,theystartcreatingthatpositiveclimateforlearning.Thiswouldcomeintheform
ofleadersexplicitlyexplainingtonewhireshowvaluableorientationis,andhowthematerial
theywillbelearninginorientationwillapplytotheirjob(p.181Noe).Thiswillensurenew
hiresarereadytolearnwhentheyarriveatNationwideandareeagertogothroughthe

orientationtraining.Thenextstepwouldbetoconducttheorientationusingtheblendedformat
wediscussedintheaboverecommendation.Directlyfollowingorientationtraining,itis
importanttogatherfromtheparticipantswhattheythoughtoftheorientationprogram.Acopyof
theparticipantsurveyisinAppendixL.Itisimportantthattheresultsofthesurveyareeasily
quantifiablesothatevaluatorscanzeroinonweakareaseasily(p.26Kirkpatrick).Wehave
designedasurveythatisbothbriefandeasilyquantifiable.Resultsofthissurveywillhelpthe
administratorsoftheorientationprogrammakechangestomakeitmorebeneficialtothe
participants.
Thenextstepwouldbetomeasurehowmuchlearninghasoccurredasaresultofthe
orientation.Kirkpatrickdescribeslearningasanytimeoneofthefollowingoccurs:Attitudesare
changed.Knowledgeisincreased.Skillisimproved,(Kirkpatrick20).Nationwidesorientation
hasthegoalofeducatingtheirnewhiresonthecompanyhistory,strategy,culture,andvalues.It
alsocoversinformationregardingcontactsandbenefits.Theirorientationprogramisuniquein
thatitdoesnotworktoteachthenewhiresanyhardskills.Becauseofthis,themeasureof
learningcanbetakenbyadministeringaposttest.AnexampleofthistestislistedinAppendix
M.Inthissituation,itisnotfeasibletohaveacontrolgroupbecauseitisnotreasonableforany
ofNationwidesnewhirestobeginworkwithoutgoingthroughorientationtobuildasolid
knowledgeofthecompanysstrategy,culture,etc.Itisalsonotfeasibleinthissituationto
administerapretestbecauseitisreasonabletoassumenewhiresdonothaveanyprior
knowledgeofthecompanyhistory,strategy,culture,andvalues.Throughthisposttest,
Nationwidewillbeabletoascertainwhetherornottheirorientationprogramiseffectiveat
teachingtheirnewhireswhattheyneedtoknow.Attheirdiscretion,Nationwidecouldalsouse

resultsonthistesttodetermineifthenewhiresarepreparedtobeginwork,oriftheyneedtogo
throughsometypeoffurtherorientationtrainingtosolidifyinformation.
ThethirdstepintheKirkpatrick/Phillipsmodelistoevaluatethechangeinbehavior
employeesexhibitasaresultofattendingthisorientation(Kirkpatrickp48).Inordertodothis,
theorientationadministratorswillneedtositdownanddiscusswhatbehaviorstheywouldlike
toseeemployeesexhibitafterattendingtheprogram.Forexample,onebehaviortheymightbe
interestedinseeingisTheemployeeactivelykeepsthebusinessstrategyinmindandusesitto
shapethebusinesschoicestheymake.WehaveprovidedformsNationwidecanusetoevaluate
theiremployeeschangeinbehavior,butNationwidemayaddsomequestionsastheyseefit.It
isimportantwhenmeasuringchangeinbehaviorthatmorethanonesourceisaskedfortheir
input.Thisisbecauseifyouonlyaskthetraineeforfeedbackonhowtheyhavebeenapplying
theinformationtaughtinorientation,theymaybebiased(Kirkpatrickp52).Inthissituationwe
recommendcollectingfeedbackfromboththeparticipantandtheirimmediatesupervisor,
AppendixN.Finally,whenevaluatingbehaviorinthisway,itiscrucialthatyougiveemployees
anopportunitytoapplywhattheyvelearned.Thismeansthatunlikewhenyouaremeasuring
thenewhiresreactiontotheorientationprogram(whichshouldhappendirectlyafter),yougive
theemployeetimetodemonstratetransferoftraininghasoccurred.Ourrecommendationwould
betousetheseformstoevaluatetheemployeesbehaviors46monthsafterorientation,taking
intoconsiderationtheyarejuststartinginthisnewposition.Ifemployeesdonotperformwellon
thissurvey,itisreasonabletoconcludethattransferoftrainingdidnotoccur.Inthiscase,
Nationwidewillneedtoreevaluatethewayinwhichtheyadministertheirorientationprogramto

assureorientationprovidesmeaningfulcontent,opportunitiesforpractice,clearobjectives,
feedback,andagoodclimatefortransfer(Noe169).

IV.

References

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V.

Appendices
a. AppendixAOverviewofOrientation

OrientationandOnBoarding

WhenemployeesstartatNationwide,they
aregivenaroadmaptoguidethem
throughtheirfirstyearontheteam.They
aregivenkeydatesandonlinecoursesto
introducethemtotheinsuranceindustry
andthecompanyitself.Thecompanyalso
helpsthroughperformanceevaluation,
developmentplanning,andcareer
management.

Thecompanyholdsasetofexpectations
ClearExpectationsthroughCompetencies alsocalledtheircompetenciesfortheir
executives,leaders,andassociates.

CareerPlanning

Nationwideisdeterminedtohelp
employeesdiscovergoalsanddetermine
wheretheywanttogo.Oncedetermineda
path,theywillprovidethepossibilities
andsupporttogetthemthere,including
assistancefromtheirLearningand
Developmentdepartment.

Mentoring

Mentoringisfoundtohelppeople
discovercareerdirection,provideinsights
intoyourstrengthsanddevelopment
needsandidentifyopportunities.

b. AppendixBNewAssociateChecklist

c. AppendixCKirkpatrick/PhillipsModel

d. AppendixDTIPSBlendedLearningModel

e. AppendixEADDIEModel

f. AppendixFProjectManagementSteps

1. ProjectInitiation
2. ProjectPlanning
3. InstructionalDesign

4. ContentDevelopment
5. TechnicalDevelopment
6. SystemSetup
7. CourseDelivery
8. Review
9. Production

Appointaprojectteam/office.Utilizetheaforementioned
researchtoguideprojectgoals.
Utilizethetimetable/costtables(ADDIEmodel)to
Createlessonplans,LMS,Jobaids,objectivesfortraining
Createlessonplans,trainingplans,trainingmaterials,a
pilotprogram
WorkwithLMScompanytoprovideneededplatform,
support,andtechservices
ImplementLMS
50%online(LMS),50%facetoface(classroom)
interaction
TestLMSandrunatestgroupthroughbothinclassand
onlineorientationprogram
RunandoperateLMS/Inclasstraining

g.AppendixGTimelineandCostsforaBlendedLearningOrientationProgram

Task

Duration

Benefit

Cost

Discussthestepsinthe
15Minutes
ADDIEmodel(Appendix
E)

EnsurestheProjectteamare
Time/Costof
allonthesamepageandknow salariesofproject
whattheprocessisfor
team
accomplishingthetaskathand

Reviewthe9Project
ManagementSteps

15minutes

(Sameasabove)

Time/Costof
salariesofproject
team

Drawup/Detailthe
formatofaworkable
LMSplatform

6hours

Providesthesoftware
engineerswiththedesired
format,allowingtheprogram
tooperatemoreefficiently

Time/Costof
salariesofproject
team/paper

Presentandworkwith
companythatprovides
LMS

2hours/25
businessdays

Presentthedesired
materials/platform/interface/
and

Time/Costof
salariesofproject
team

Negotiateprice

12hours

Negotiateapricewiththe
companytoensurealoyal
relationshipandbesteconomic
benefit

Dependenton
amountofincoming
employeesprice
variesfrom
$100/monthto
$2,000/monthtorun
andoperatetheLMS
foranywherefrom
505,000active
users/Time/Costof
employees
(Medved)

TestandevaluateLMS

35hours
(dependenton
needed
corrections)

ReviewtheLMSandruna
pilottestwiththeteamand
existingsalesemployees

Time/Costof
salariesofproject
team

Createlessonplans/job
aidsforbothLMSand

68hours

Allowsforuniversaltraining
programandforthewhole

Time/Costof
salariesofproject

Inclasstraining

teamtoreviewoldmaterials
andalterthemtomeetthe
needsofeachtraining
environment

team

EvaluateLMS,ADDIE,9 1hour
stepsandrevieweach
processtoensuresuccess

Closetheprojectbyreviewing Time/Costof
eachprocessandthateachstep salariesofproject
wasundergoneandexpected
team
outcomesweremet

h. AppendixHLearningManagementSystemDescription/Operation
ALearningManagementSystem
isasoftwareapplicationfortheadministration,
documentation,tracking,reportinganddeliveryofelearningeducationcoursesortraining
programs(Medved).SeveralcompaniesoffertheuseandcreationofLMSforcorporations,
universities,etctouseforacertainfee.Payperlearnerorpayperusearecommonwaysto
priceouttheuseofanLMSasaneducationaltoolhowever,beingthatNationwideislargerthan
theaveragesmallcorporationandthatthisisforanorientationprogramandnotbeingpaidfor
byemployees,butratheraserviceprovidedbyNationwidealicensefeeisthebestroutefor
pricing.Alicensefeeissimplyaonetimeorflatfeepaidtoutilizethesoftwareforaspecific
periodoftime.Thiscanbemonthlyorannuallyhoweverthecompanywishestopayandsome
willallowanunlimitedamountofuserstoaccessandutilizethesoftware.
***Beingthatmostofthesepricingscenariosrequireanactualordertobemadetoequatea
price,pricingwasaveragedbetweenthelowsandhighsthatweremadeavailableonline.
i. AppendixIFeaturesoftheLMS

1. Media

2. Bookmarks

Includevideo,audio,animationtoassistinkeepingthe
traineesattentionandmakelearningmorefun
Allowsforthetraineetobookmarkcertainaspectsofthe
trainingtheywishtofocuson,returnto,orhighlight.Allows

forthetraineetobeincontrol.(Canbeutilizedasatooltosee
wheretraineespause/reviewmost)
3. Games/Simulations

Keepstraineesattention,aswellassimulatesonthejob
situationswhichprovideneartransfer

4. ChatRooms

Allowsfortraineestoseekassistanceand/orcommunicate
andnetworkwithbothuppermanagementandother
employees

5. VirtualClassroom

Allowsforreviewofinclasssessions

6. TechSupport

Providestrainers/traineeswithactivesupportfortheLMS

7. Question/Answer
Database

Intheeventthattraineeshavequestionsandnobodycan
answerinrealtime,aquestion/answerdatabasewillbe
providedforcommonquestions(willbeupdatedasprogram
ensues)

8. IntroElearning
training

AllowsfortrainingfortheuseoftheLMSplatform,allowing
thegapbetweenanyinefficiencieseitherwithtechnology
and/orElearningtoeitherbeshrunkoreliminated

j. AppendixJLockesGoalSettingTheoryModel

k. AppendixKCentralization

l. AppendixLParticipantsurvey
SurveyregardingOrientation
(derivedfromKirkpatrickp.27)
Pleaseprovideuswithyourhonestreactionsandcomments.Theywillhelpustoevaluatethis
programandimprovefutureprograms.

Leader(orforumofdelivery)____________________Subject____________________

1.HowdoyouratethesubjectsthatwerecoveredduringOrientation?(interest,benefit,etc.)
__________Excellent
Commentsandsuggestions:
__________Verygood
__________Good
__________Fair
__________Poor


2.HowdoyouratethefacilitiesinwhichyoutookOrientation?(comfort,convenience,etc.)
__________Excellent
Commentsandsuggestions:
__________Verygood
__________Good
__________Fair
__________Poor

3.HowdoyouratethetechnologyusedtodelivertheOrientation?(computer,projector,etc.)
__________
Excellent
Commentsandsuggestions:
__________
VeryGood
__________
Good
__________
Fair
__________
Poor

4.HowdoyouratethescheduleandprogressionofOrientation?
__________Excellent
Commentsandsuggestions:
__________Verygood
__________Good
__________Fair
__________Poor

5.Whatdoyoubelievewouldhaveimprovedtheprogram?

**Evaluatorswillassignanumericalvalueforeachoftheresponseoptions:
Excellent=5,Verygood=4,Good=3,Fair=2,Poor=1
Totalpossiblepointsforthesurveywouldbe20.Evaluatorscandividethetotalfromthe
responseofeachsurveyby20anddeterminetheirsatisfactionrate.

m. AppendixMPostorientationtest
Posttest
Thistestisusedtogatherinformationonwhatyoulearnedduringtheorientation.

1. WhatisyourunderstandingofNationwidesbusinessstrategy?Pleaseexplain.

2. WhatisyourunderstandingofNationwidescompanyculture?Pleaseexplain.


3. WhatisyourunderstandingofNationwidesvalues?Pleaseexplain.

4. InwhatyearwasNationwidefounded?
a. 1934
b. 1957
c. 1926
d. 1988

5. WhofoundedNationwide?
a. RobertRedford
b. MurrayD.Lincoln
c. GeorgeTurley
d. JaniceBrewer

6. ForwhatpurposedidthefounderofNationwidefoundthecompany?Pleaseexplain.

n. AppendixNMeasureofchangeinBehaviorforms
EvaluationofOrientationresultsParticipant
(DerivedfromNoep242)

Ratingtask:Consideryouropportunitiesoverthelast4monthstoapplytheprinciplesyouwere
taughtinorientationaboutthecompanysvalues,culture,andstrategy,aswellasinformation
regardingbenefitsandcontacts.
1=Often
2=SomewhatOften 3=Sometimes
4=Seldom 5=Never

___1.Whenmakingalldecisions,ItakeintoaccountNationwidesbusinessstrategy
___2.Whenworkingonateam,Iamproactiveandworktocommunicateeffectively
___3.IamresponsivetoandtakeintoaccountthefeedbackandcoachingIreceive
___4.Itakeresponsibilityformyfailuresaswellasmysuccesses

True/False

___1.IhaveeffectivelyappliedtheinformationIlearnedaboutbenefitsduringorientation
Iftrue,pleaseprovideanexample:

___2.IhaveeffectivelyusedthecontactinformationIlearnedduringorientation
Iftrue,pleaseprovideanexample:

Additionalcomments:

EvaluationofOrientationresultsSupervisor
(DerivedfromNoep242)

Nameofsuperviseeyouareevaluating:______________________________

Ratingtask:Considertheopportunitiesoverthelast4monthstoforthisemployeetoapplythe
principlestheyweretaughtinorientationaboutthecompanysvalues,culture,andstrategy,as
wellasinformationregardingbenefitsandcontacts.
1=Often
2=SomewhatOften 3=Sometimes
4=Seldom 5=Never

___1.ThedecisionstheymakehaveNationwidesbusinessstrategyinmind
___2.Whenworkingonateam,theyareproactiveandworktocommunicateeffectively
___3.Theyareresponsivetoandtakeintoaccountthefeedbackandcoachingtheyreceive
___4.Theytakeresponsibilityfortheirfailuresaswellastheirsuccesses

True/False

___1.Theyhaveeffectivelyappliedtheinformationtheylearnedaboutbenefitsduring
orientation

___2.Theyhaveeffectivelyusedthecontactinformationtheylearnedduringorientation

AdditionalComments:

O. Timelineandbudgetforevaluationprocess

Task

When

Benefit

Cost

Createaclimatefor
learning

Weeksleadingupto
newhires
orientation

Getsnewhires
readytolearn

Time

ConductOrientation

Atdesignated
orientationtime

Getsnewhires
acclimatedtothe
company

Time

ParticipantSurvey

Directlyafter
Orientation

Getsfeedbackthat
canbeusedto
perfectthe
orientationprogram

Thetimeittakesfor
participantstofillit
out

MeasureofLearning Adayafter
Test
orientation

Ensuresparticipants
intheorientation
learnedthe
necessary
information

Thetimeittakesfor
participantstofillit
out

Evaluationof
behaviorsurvey

Ensuresthenewhire Thetimeittakes
isactinginaway
Supervisorsand

46monthsafter
orientation

thatreflects
applicationofwhat
theylearnedduring
orientation

Sales
representativestofill
itout

P. FeaturesofInstructionThatFacilitateLearning