Sharon M. Weinstein

In today’s competitive job market, organizations face significant challenges when it comes to retaining top talent. As the #workforce continues to evolve, companies must rethink their approaches to onboarding—recognizing that retention doesn’t start after the first 90 days but from the very moment a new employee steps through the door. One of the most powerful strategies that can be integrated into the #onboarding process is diagnostic design thinking groups.

Design thinking involves a human-centered approach to solving complex problems. By incorporating diagnostic design thinking groups into onboarding, HR leaders can foster a deeper understanding of employees’ needs, concerns, and aspirations right from the outset. This method helps refine the onboarding process and creates a more engaging and supportive environment for new hires. As retention continues to be a primary focus for HR professionals, this strategy becomes imperative for improving long-term employee engagement.

What Is Diagnostic Design Thinking? ™
At its core, design thinking involves empathy, ideation, and prototyping. Diagnostic design thinking groups™ specifically focus on identifying problems, testing assumptions, and coming up with practical solutions that enhance organizational processes and systems. These groups use a collaborative, multi-disciplinary approach that allows new employees to engage in active problem-solving related to their roles, the organization, or even broader systemic challenges they may face in their industry.

Integrating these groups into onboarding initiatives enables employees to feel valued as contributors from day one. Diagnostic design thinking groups shift the narrative of onboarding from a passive learning experience to an active, participatory one. When employees are involved in identifying issues and suggesting solutions, it increases their sense of ownership and connection to the organization, directly impacting retention.

The Retention Imperative
Employee retention has always been a top priority for HR professionals. However, with the rise of hybrid work models, increased mobility, and the shift in employee expectations, organizations are finding it increasingly difficult to retain talent. According to recent studies, over 40% of employees leave a job within the first year, with many citing lack of engagement and poor onboarding experiences as key factors.

Diagnostic design thinking groups help address these challenges by providing a structured method for employees to voice their concerns early on and feel heard. This process cultivates a culture of continuous improvement, where employee feedback is actively sought and integrated into company practices. When employees feel that their contributions lead to real, positive change within the organization, they are more likely to stay, as they see the direct impact of their involvement.

Benefits of Integrating Diagnostic Design Thinking into Onboarding
1.    Employee Engagement: When new hires participate in diagnostic design thinking groups, they are not just passive recipients of information but actively involved in shaping the organization’s future. This sense of agency helps build emotional engagement, a critical factor in employee retention.
2.    Improved Onboarding Experience: Diagnostic design thinking helps HR teams quickly identify and address pain points in the onboarding process itself. By continuously iterating and refining the method based on feedback from new hires, organizations can create a more seamless and supportive experience that helps employees feel welcomed, informed, and integrated into the company culture.
3.    Early Identification of Organizational Challenges: These groups can also surface broader organizational issues that may affect retention, such as unclear role expectations, lack of resources, or ineffective communication channels. Addressing these concerns early helps mitigate frustrations that might otherwise lead to turnover.

Three Tips for Getting Started with Diagnostic Design Thinking Groups in Onboarding
1.    Source a DDDT Group to Create Cross-Functional Teams: One of the foundational principles of design thinking is collaboration across disciplines. HR teams should assemble cross-functional groups made up of new hires, experienced employees, team leads, and even members from other departments. This diversity of perspectives encourages creative problem-solving and ensures that solutions are well-rounded and address the needs of all stakeholders. The cross-functional nature of these teams also enables new employees to build relationships across departments, making them feel more connected to the broader organizational ecosystem. Dina Readinger of Diagnostic Design Thinking LLC trademarked the process and included Amy Edmundson's focus on Psychological Safety and the Taylor Protocols Core Values Index.™
2.    Focus on Empathy and Active Listening: The first phase of design thinking involves understanding the challenges new hires face. HR teams should create space for employees to openly share their experiences and frustrations. Rather than assuming what new hires need, HR professionals should practice active listening and empathy to fully understand their unique perspectives. This approach will yield more meaningful insights and demonstrate to employees that their opinions are valued. Ensuring employees feel heard and understood in their early days is critical to fostering loyalty and trust.
3.    Iterate and Prototype Solutions: Diagnostic design thinking groups should work together to brainstorm potential solutions after identifying pain points. These solutions can then be prototyped in a low-risk environment, allowing new hires to provide feedback before rolling them out on a larger scale. Prototyping could involve testing changes to onboarding materials, offering peer mentorship, or redesigning training programs.

HR teams can gradually refine the onboarding process by iterating these ideas with continuous feedback loops. The key is to remain flexible and open to change, as a rigid or one-size-fits-all approach can alienate new employees and hinder retention efforts.

Conclusion
Incorporating diagnostic design thinking groups into HR onboarding initiatives is not just an innovative approach—it’s an imperative for retention. This strategy empowers new hires to become active participants in the organization’s culture, fosters a deeper connection to the company’s mission, and creates a feedback loop that drives continuous improvement. By focusing on engagement, empathy, and iterative solutions, organizations can enhance the onboarding experience and improve employee satisfaction and long-term retention.

As companies face talent shortages and rising turnover rates, integrating diagnostic design thinking into onboarding is a powerful step toward creating a more resilient, adaptable, and engaged workforce.