How might we design an engaging onboarding program for HQ and site-specific staff that sets them up for success?
Design Team: Mary Nunley, Carlos Flores Rodriquez, Lauren Kelly, Haritha Muriyath
We partnered with Big Thought to improve their overall onboarding experience. Through research interviews, observations, and an analysis of existing practices, we identified key challenges that impact employee engagement and integration. We explored the onboarding journey from multiple perspectives, gathering insights across different roles and experiences. These findings informed the development and testing of new onboarding tools, resulting in strategic recommendations for enhancing connection, clarity, and support throughout the onboarding process.
Design Research
We conducted design research to understand Big Thought’s culture, values, and onboarding practices. We combined contextual analysis, interviews, secondary research, and observations. These insights informed the development of a prototype and strategic recommendations to strengthen engagement and support new hires.
primary research
We conducted 15 expert and user interviews, spending time on-site to gain a deep understanding of Big Thought’s culture, growth stage, and onboarding practices. Our research revealed that onboarding success hinges not only on the integration of new hires but also on equipping managers to support their teams confidently.
secondary research
Our secondary research examined onboarding, manager development, and employee engagement trends, uncovering evolving approaches to organizational learning.
Our research found that game-based learning and interactive strategies are effective for boosting engagement. Key benefits include increased knowledge retention, safe learning environments, active participation, and enhanced motivation.
Our research also uncovered significant insights about manager development and organizational challenges.
Key themes emerged that underscored the need for innovative approaches to employee onboarding and support:
Manager Engagement & Impact
Studies revealed significant gaps in current management practices. Traditional performance models are seen as less effective, and organizations are recognizing managers as key drivers of team success, productivity, and retention.
Learning and Development Gaps
We found evidence of an "upskilling crisis," with organizations struggling to offer meaningful development. Managers require continuous learning to navigate the complex challenges of today’s workplace effectively.
Potential for Innovative Solutions
Our research highlighted the need for improved support and tools to help managers plan and execute effective onboarding.
Interview insights with managers also underscored a desire for more dynamic and actionable resources.
narrowing our focus
audience
Managers at Big Thought play a key role in organizational success, but often lack the training to reach their full potential. Interactions with new hires, managers, and leadership revealed that managers have a strong impact on employee onboarding and engagement.
By focusing on empowering managers through targeted training and support, we aimed to enhance onboarding practices and improve the new hire experience, ultimately leading to better organizational engagement.
area of opportunity
Our research showed that interactive, flexible learning tools could address many onboarding challenges. These tools offer managers tailored development, helping them better support their teams and adapt to evolving role demands.
CAN more strategic support and tools for managers improve onboarding and employee success at Big Thought?
insights
Through site visits and conversations with Big Thought leadership and managers, we identified the need for a flexible and engaging tool to support manager development while accommodating tight schedules.
inspiration
An on-site moment where HQ staff played card games sparked the idea of using game-based learning to make onboarding more engaging and effective for managers, aligning with our secondary research.
INITIAL CONCEPT
big thought bright spots
Tools and strategies for new managers to lead their teams.
This idea was inspired by new team members who shared what their managers were doing well. When we realized these practices weren’t being shared across teams, we saw an opportunity for design. To build and grow the tool, we planned to continue gathering strategies directly from managers and staff.
Our goal was to provide new managers with access to clear, context-specific best practices to support their success. Each strategy would be shared through an easy-to-use card featuring an image, a brief definition, three actionable steps, and a description of its impact.
By making proven practices visible and accessible, this card deck concept aimed to ensure that effective strategies are sourced, shared, adopted, and implemented — helping managers lead more effectively, enhance team engagement, and strengthen overall performance.
research themes
Key research themes reflected in the prototype are:
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Solutions are found internally.
People from the same culture with similar resources provide solutions for asset-based problem solving.
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Managers champion the new hire and resolve issues quickly.
72% of employees say one-on-one time with their direct manager is the most important part of any pre-boarding and onboarding process. -
Including managers entrusts them as champions of the culture.
When process implementation begins at the middle management layer, alignment with the vision can occur from the bottom up. -
Collaboration helps foster community and connection.
Collaborative creation is a key part of onboarding new employees, and can help foster a sense of community and connection.
“Something that I quickly adapted to was that every meeting starts with a warm welcome. It’s like clockwork, every single one, and it brings you into the present moment.
I love the warm welcome because it brings you back to the center of like, oh, this is why I'm here. This is why I'm doing this.
So that's just one of those practices that I've loved."
-PL Partner & New HQ Staff Member
Feedback was positive, with staff liking the idea of an easy-to-use tool aligned to game-based learning.
Concerns were noted that a strategy deck could be perceived as limiting or suggesting that certain practices were superior to others. Many preferred learning through conversations and peer sharing.
In response, we shifted from a strategy deck to a conversation deck designed to spark dialogue, share experiences, and support learning in context.
feedback
big thought spark cards
A multi-purpose tool that supports manager development through meaningful conversations and creative gameplay to foster learning, growth, and engagement.
One way is to use the card to spark meaningful conversations.
How?
The beauty of the cards is their flexibility—managers can decide the purpose for each use, whether it’s a brain break, informal check-in, or for development.
Players draw a card
Then, they discuss the prompts
We’d imagine this happening for 15-20 minutes.
how does this work?
Suit = Topic
Each card’s suit connects to an essential area of onboarding:
Spades (Clarification): Roles, expectations, and processes
Clubs (Culture): Norms, values, and identity
Hearts (Connection): Relationships and belonging
Diamonds (Confidence): Skills and self-assurance
prompt development
Additionally, the Spark Cards are a deck of playing cards, designed to be used just like any traditional deck—whether you're playing War, Crazy 8’s, or another favorite game. They offer a simple way for Big Thought teammates to take a quick brain break or connect.
Whether stepping away from their routine or sparking joy through play, the Spark Cards create opportunities to build stronger connections and moments of learning and fun.
card structure
We started by analyzing interview transcripts from new managers and team members, using AI to identify key themes and strategies. We then categorized these insights into four key areas, matching them to the suits in the card deck:
Spades (Clarification)
Clubs (Culture)
Hearts (Connection)
Diamonds (Confidence)
Number = Depth
Lower numbers offer quick, simple prompts
Higher numbers encourage deeper, more reflective conversations
Each prompt is designed to spark meaningful dialogue, build connections, and support new managers’ growth.
To ensure the prompts supported learning, we also arranged them based on Bloom's Taxonomy, with simpler prompts for lower-number cards and more reflective prompts for higher-number cards. This approach helps guide meaningful conversations and development for managers at different stages.
prototype TESTING
After designing the first iteration of the cards, we launched into testing to learn- will people use the cards and how? Will they see them as engaging? Helpful? Do they support onboarding? We tested the Spark Cards to answer these questions.
card exploration
We gathered feedback by allowing participants to explore the cards, providing some context. They reviewed the prompts and edited them for clarity. Participants also used dot stickers to indicate prompts they liked (green) or found confusing (red).
experience prototyping
We invited managers and team members to participate in testing sessions. The goal was to combine conversation and play, and feedback showed we were on track. The cards sparked conversations, built connections, and encouraged reflection, all while keeping it fun.
prototype FEEDBACK
We facilitated reflection and feedback with testers using the prompts: I like, I wish, I wonder, and I learned.
SPARKS
Participants enjoyed the intentional prompts that sparked real conversations.
The creative design added excitement.
The player-driven format kept everyone engaged.
It was interactive and tactile.
Conversations extended beyond work, building personal connections.
The interactive cards enhanced learning and helped players build trust.
STARTS
The rules needed clearer, more detailed instructions.
Clarifying objectives would help.
New prompts over time would keep the game fresh.
More tailored prompts could make the experience more relevant.
A timed response framework could provide better structure.
Potentially expand the audience to include new, aspiring, and current leaders.
“I wish we could normalize using this game and the prompts for all prospective leadership roles during interviews.”
— Big Thought Senior Manager
“This should be a signature practice.”
— Big Thought Manager of Professional Learning
prototype REFINEMENT
To refine and improve the initial design of Spark Cards, we used the feedback from our test phase as a foundation for Version 2. We wanted to maintain the energy and fun that participants loved while enhancing the tool’s clarity and design.
card design
The Numbers and Suits remain the same as in version 1, keeping the familiar structure.
Prompts have been refined for clarity and consistency, making them easier to engage with.
Colors and labels now align with different cognitive levels of prompts.
Cards of the same color can be grouped to achieve desired conversation levels, and the label on the side also aids in this process.
The guide provides a more precise explanation of how to use the Spark Cards, offering context on their purpose and impact.
The guide provides additional context to help managers understand how the cards can best support their work.
We included three custom Big Thought games that combine standard games with the prompts for more interactive use.
card production
After refining the design, we moved forward with producing and printing the Spark Cards. These cards were then distributed to the Big Thought team, enabling them to begin integrating the tool into their daily work and onboarding processes.
Utilizing all the research and learning gathered, we determined four design principles to support future manager development and onboarding endeavors.
design principles
Craft role-specific onboarding experiences that address unique challenges and responsibilities, enabling employees to thrive and contribute effectively to Big Thought's mission.
DESIGN PRINCIPLE 1:
BE PURPOSEFUL
DESIGN PRINCIPLE 2:
BE FLEXIBLE
Design onboarding systems and tools that provide a clear framework with enough flexibility for teams to adapt based on their needs. Ensure consistency while maximizing impact across different contexts.
Design interactions with clear objectives aligned with organizational goals, ensuring efficient and meaningful onboarding experiences that directly contribute to employee and organizational success.
DESIGN PRINCIPLE 3:
BE INTENTIONAL
Integrate elements of creativity and play into onboarding experiences, fostering exploration, innovation, and memorable development opportunities for all participants.
DESIGN PRINCIPLE 4:
BE PLAYFUL