Onboarding - thefirm-network.com · 4 1. Context • Ownership of Signature Program (e.g. Talent,...

OnboardingKey Insights Report

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1. Context 32. Research Methodology 53. Onboarding Overview 64. Executive Summary 115. Insights By Organisation 19

5i. Pharmaceutical 205ii. E-Commerce 225iii. Professional Services 235iv. Hospitality 245v. Automotive 265vi. FMCG – Consumer Goods 275vii. Retail 295viii. FMCG – Non Consumer Goods 305ix. FMCG – Healthcare 315x. Publishing 325xi. Telecommunications 335xii. Financial Services 34

Contents

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1. Context

Provide insight & recommendation around where the ownership of global program for Employee Onboarding should reside.

Conduct desktop research using Talent/Learning sources and interview members of The FIRM to determine where organisations typically assign ownership of global onboarding programs (e.g. Talent, Talent Acquisition, Culture, Learning, Other).

Ensure benchmarking set includes (but is not limited to) a variety of industries from FMCG and Hospitality through to e-Commerce and Financial Services

Scope of Project

Approach

Benchmarking Set

4

1. Context

• Ownership of Signature Program (e.g. Talent, TA, Learning, Culture, other)

• Ways of Working between groups (e.g. if Learning owns, what role does TA play)

• Role of Technology in their Onboarding Program (e.g. use of Mobile/Digital Apps vs Stand Up)

• How handling Day 1 (Site Orientation) vs Longer Onboarding efforts

• Role of Line Manager/ Buddy/ Employee/ Other during the onboarding process

• How do they manage governance, Continuous Improvement & Support for tools used

Questions to leverage

during review

5

2. Research Methodology

These findings are based on secondary research conducted through desk-based research methods which have included website and literature reviews of publicly available sources (section 3).

This secondary research has been underpinned by primary contact with the most relevant members of the onboarding teams of the organisations listed (sections 4/5).

The organisations that we have approached have been drawn from a variety of industries which have included the following:

• Pharmaceutical (c.50,000 employees)

• E-Commerce (c.900)

• Professional Services (c.265,000)

• Hospitality (c.30,000)

• Automotive (c.37,000)

• FMCG – Consumer Goods (c.99,000)

• Retail (c.63,000)

• FMCG – Non Consumer Goods (c.83,000)

• FMCG – Healthcare (c.5,000)

• Publishing (c.31,000)

• Telecommunications (c.112,000)

• Financial Services (c.5,000)

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3. Onboarding Overview

The concept of onboarding is one used in the context of business and human resources that refers to the process of orienting new employees in a manner that aids in overall retention. It goes beyond what we’ve come to know as orientation. This process focuses on helping employees to become acclimated to their new workplace in a timely fashion and bringing them “on board” with regard to company culture, understanding of job function and overall comfort level.

The onboarding process helps organisations to develop a happy contributor. Onboarding conveys organisational brand and values, explains people and professional culture, aligns institutional expectations and performance and provides the tools for employees to successfully assimilate into their position with a quicker ramp-up to productivity.

Information and data obtained from www.peopleadmin.com/ www.humanresourcesmba.net

Employees who attend awell-structured

onboarding programme are

69%more likely to remain with that

employer for up to 3 years

38% Poor on-the-job training24% No overview of company policies

21% No mentorship

Whyemployees

quit

24%38%

21% 40%of employees believe time and money are wasted on ineffective onboarding

7


An effective onboarding program improves new hire performance, decreases time-to-productivity, and reduces new hire turnover. But today, most organisations don’t achieve real talent impact from onboarding. The best companies shift from considering onboarding as set of administrative tasks, to defining it as a strategy to seed superior talent outcomes.

Impact of Post Offer Activities on Performance

Information and data obtained from www.cebglobal.com

27.2%

18.1%

10.8%

1.3% 0.7%

30.0%

25.0%

20.0%

15.0%

10.0%

5.0%

0.0%Communicating

Importance of the Job

Making the Candidate

Feel Special

Meeting Colleagues

Relevant People Contacting the

Candidate

Explaining the Candidates

Employment Offer

8


Typical Challenges in Onboarding New Hires

Organisations share four main challenges when describing the areas of onboarding they wish to improve;

• The involvement of multiple stakeholders (e.g., Recruiting, HR, L&D, hiring managers) makes it hard to see who owns onboarding activities.

• Communication challenges make it difficult to share the right information about the role and the organisation, leaving new hires feeling unconnected or misinformed.

• Onboarding programs can fail to connect new hires with the right coworkers, leading to delays in time to productivity.


Typical Onboarding Challenges

Unclear Ownership of Onboarding Activities

Define ownership of onboarding Ensure new hires understand role requirements

Empower new hires to “own” their onboarding

Connect new hires to their workflow networks, not just peers

What New Hires Struggle to Connect With

Roles Organisation Coworkers

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Assigning Ownership of Onboarding

Assigning ownership of onboarding activities is the most significant challenge organisations face when managing a new hire onboarding program. To most effectively manage and assign onboarding activities, organisations should:

• Map each of the activities involved in the onboarding process

• Determine which stakeholders are best-suited for involvement in each activity

• Maintain a clear assignment process and use a checklist to track completion and ensure accountability.

Mapping Onboarding Activities: Map all new hire onboarding activities across the designated time frame at your organisation. This should include activities that are organisation-wide and business unit-specific. The timeframe may span anywhere from 60 days to one year, depending on the organisation. Regardless of timeframe, map the activities across easily digestible time segments and milestones, so that new hires and stakeholders clearly understand expectations at each stage of the onboarding process.

Determining Relevant Stakeholders: Once the activities are mapped out across the designated time frame, identify the relevant stakeholders for each activity. Activities specific to either the role or the new hire’s day-to-day job should be assigned to hiring managers and peers involved in the new hires’ workflow. Other organisation-specific activities should be assigned to an HR partner, and activities specific to closing out the recruiting process should be assigned to the recruiter for the requisition.


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Assign Activities and Ensure Accountability: After mapping and assigning steps, organise activities and related stakeholders into a checklist. Assign timelines to each activity, and begin by grouping activities into pre-hire, first week, first month, etc. Send a copy of the checklist to each stakeholder to ensure they are aware of their role and expectations.

Successful onboarding programmes could include;

• Plenty of scheduled face time with supervisor and team members

• Detailed expectations for the first three weeks, the first three months and the first year

• Specific information about the company’s culture and customers, how business gets done, and what part every employee is expected to play

• The employee’s expectations for his/her contribution to the company, short and long term

• Personal goals for the employee and what motivates this employee outside of work

• Examples of opportunities for employees to develop themselves, personally and professionally

• Examples found in press releases, media coverage or social media that demonstrate company accomplishments or challenges

•• Reinforcement of resources available for company benefits and other programs

• Honest discussion about performance and feedback and reinforcement of the employee’s role in the process

• Clear communication about pay philosophy, incentives if available, and what the employee can expect

Information and data obtained from www.cebglobal.com/ www.cipd.co.uk

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4. Executive Summary

1. Where does the ownership of the onboarding function currently lie?

Of a sample of 12 organisations, our results show that the ownership of onboarding currently sits with the following functions;

Shared ownership of the onboarding function:

• Recruitment & Hiring Manager

• Talent & Learning

• Talent Development & Hiring Manager

• HR & Business Owner

• Talent Acquisition & HR Shared Services

5

1 1

5

6

5

4

3

2

1

0Talent/

Talent Acquisition/Recruitment

HR People, Culture & Environment

Shared

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2. How does that function partner with other functions during onboarding and who owns what?

The responses to this question show great variation from all 12 organisations. Only one of the organisations have a dedicated ‘Onboarding Team’. Others partner a selection of functions to implement their onboarding process.

Functions commonly involved and partnering on onboarding;

• HR

• HRSS

• Talent

• Resourcing/Recruitment

• Learning & Development

• IT

• Hiring Managers

• International assignments and Relocation teams

“Functionally sits with the recruitment team but hiring manager has responsibility for

familiarisation etc.”

“TA at the moment tries to make it seamless until the

new hire starts. However as there are several parts to on-

boarding, these can be owned by different departments.”

“We have a Global process owner in HR and a process owner in IT who work together

to ensure this is aligned. We also have a TA network across the countries to feed in. We

are kicking off a massive project on this next year which will leverage technology and

design a true Global onboarding standard of core and flex items across 71 countries.”

“TA partners with HRSS for the initial checks and a 3rd party for

pre-employment screening. HRSS is then responsible for managing

the admin process and co-ordinating with technology for log ins, email, equipment etc.”

“The Onboarding Team pick up from the Recruitment

Team once an offer has been accepted. The OB Team contact

the prospective new joiner to talk about the next steps.”

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3. What is the role of technology in your onboarding program?

Only 7 of the 12 organisations use technology heavily in their onboarding process. 3 organisations did have plans to implement further technology over the next year. The majority of organisations depended heavily on their ATS systems throughout the onboarding process.

ATS systems and other software used in onboarding;

• Flow Enterprise

• Lumesse Talent Link

• Success Factors

• Workday

• Docu-sign

• Security Watchdog

“Every part of the process is digital. There’s a access based system that is used by

the recruitment and onboarding team to hand over candidates / new joiners. The

screening process is done online through a 3rd party firm. The checking of right to work

documents are done online through an European online database.”

“The onboarding journey and trigger points for the

line and new hires are followed by an extension

of our ATS.”

[VALUE]Use

technology within

onboarding process

[VALUE]Use none or limited

technology

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4. What is driven globally vs what is driven locally?

Our results show that 4 of the organisations drive the whole or the majority of their onboarding process locally. Most had local orientation and global policies, guidelines, standards and content.

Locally vs Globally

Flex orientation for department specific training

Laptop, access to intranet, standard core orientation

(virtual or f2f )

Wording and nuances Technology

Local implementation Policy and strategy

Orientation Offer, contracts, work permits

Site orientation Global set of guidelines of the minimum standards that need to

be followed

Most of the onboarding process driven locally

Some webinars and compliance training

Site specific information and steps (i.e. logistic elements,

regional networks etc. are driven locally but are organically linked

to global tools)

80% of onboarding content is global

“We run onboarding days in a few different locations but then the

manager localises it after the first day.”

“Each team and respective hiring managers have the option

to enhance the onboarding experience as they wish. There is a global set of guidelines of the

minimum standards that need to be followed.”

“Everything is driven locally unless the

position reports globally, then they will take on the

hiring manager piece.”

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5. What is the standard protocol for onboarding on day 1?

Standard onboarding protocol for day 1 varied between the 12 organisations looked at, however, our research did uncover some common themes. 8 of the 12 organisations stated that day 1 would always include some form of site orientation/tour. Only 2 of the organisations stated that the onboarding on day 1 varies depending on the role type. 2 stated that all new starters joining the company on a Monday, with one stating that all new employees start on the 1st of the month.

Common day 1 onboarding activities;

• Site orientation/ tours

• Corporate inductions

• IT/ Tech training

• Meet & Greets with relevant people

• HR documentation

• Contracts

• Health & safety briefings

““Meeting Manager, Buddy and team, site orientation, provide

required HR documents (depends on location), getting familiar with systems, onboarding guides and

checklists and intranet.”

“Meet and Greet with our Concierge team, security pass, health and safety tour, locker

and laptop set up. Lunch with the team and introductions to

the relevant people.”

“Varies depending upon country and role type / level. Usually a formalised company intro and compliance procedures on day 1 along with buddy assignment

and site tours.”

“Employees are taken off for 2 hours for activities such as meeting HRBP

for relevant passes, tour, H&S briefing etc.”

“Employee comes in on day 1 for 5 hours. TA run the onboarding orientation,

session to meet a senior leader presentation delivered by TA around our

business values, location etc. Then HR services come in to talk about benefits locally. IT come to do a training session on core apps and laptops are delivered.”

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6. What is standard protocol for onboarding long term?

The majority of our sample did not have any form of standard protocol for onboarding long-term. Those who did had varying offerings and define time frames for “long-term” onboarding. The organisations time frame view ranged between 1- 6 months or based on probation periods.

Standard long-term onboarding activities; • Team building• Culture & competency

orientation• Role/personal/

company inductions• Policy & procedures• Networking &

relationship building• Corporate &

functional training

“Learning about company and business, policies and procedures, work tools, engagement in corporate culture,

networking with colleagues locally and internationally, goal settings, 1:1s with

manager and key stakeholders, corporate and functional training, special training

for people managers, etc.

“The on-boarding process is defined as the period

from the acceptance of an offer of employment to the completion of the first three

months in the new role.”

[VALUE]Had no

standard long term

onboarding protocol

[VALUE]Had some

form of long term

onboarding standard protocol “Intense first 6 months.

including, culture and competency

orientation and team building”

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7. What is the role of a line manager/buddy/employee during onboarding?

9 of the organisations we sampled mentioned the role of the Line Manager in their onboarding process, with varying responsibilities, but mainly guidance and induction of the new starter. Only half of the organisations mentioned the use of a buddy, whose common responsibility was supporting the new starter throughout the onboarding process.

Line Manager Responsibilities;

• Leading the onboarding process

• Recruitment & Hiring Manager

• Talent & Learning

• Talent Development & Hiring Manager

• HR & Business Owner

• Talent Acquisition & HR Shared Services

Buddy responsibilities;

• Support

• Company integration

• Corporate culture integration

• Explain ways of working

• Make new starters feel welcome

99

6

8

7

6

5

4

3

2

1

0Line Manager involved in onboarding process

Buddy involved in onboarding process

10

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8. How do you manage governance/continuous improvement/support for tools used during onboarding?

Governance/continuous improvement and support for tools are managed by a variety of functions throughout the 12 organisations. The most common themes were; 4 of the organisations mentioned how they make use of feedback/surveys as a means of monitoring the effectiveness of their processes and 2 have a dedicated project project/governance team.

Governance/continuous improvement /support ownership commonly falls with;

• Line Manager

• HR

• Global Strategic TA

• Governance Team

• Project Team (TA, HRSS, L&D, generalist HR)• Talent Acquisition & HR Shared Services

“Review from the line manager, new starter and HR after every

on boarding. then annual review of the entire process and updates as and when

things change in the business.”

“We have clear RACI and governance embedded into TA

End 2 End, intuitive feedback procedure for updating tools

and continuous improvement is in place.”

4.54

2

1

4

3.5

3

2.5

2

1.5

1

0.5

0Orgs using feedback/

survey

Orgs using a Project/

Governance Team

Orgs using effectiveness

reporting

5. Insights by Organisation

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Talent Acquisition


We have a Global process owner in HR and a process owner in IT who work together to ensure this is aligned. We also have a TA network across the countries to feed in. We are kicking off a massive project on this next year which will leverage technology and design a true Global onboarding standard of core and flex items across 71 countries.


TBC - for next year. Majority is manual at the moment with the exception of a few automated items.

4. What is driven globally vs what is driven locally? Again this will be part of the work next year We imagine the standard will include laptop day 1, access to info easily on a intranet page (global and local). Standard core orientation (virtual or f2f ) which includes our business, our values etc. and then allow a flex orientation locally for any department specific training.

5. What is the standard protocol for onboarding on day 1? For UK and US:• Employee comes in on day 1 for 5 hours• TA run the onboarding orientation• x1 session to meet a senior leader (rotation)• presentation delivered by TA around our business values, location, etc• Then HR services come in to talk about benefits locally• IT come to do a training session on core apps and laptop delivered

5i. Pharmaceutical

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6. What is standard protocol for onboarding long term? N/A - to be agreed


To be agreed - line manager accountable for post day 1.


Again TBD

5i. Pharmaceutical

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People, Culture and Environment team

2. How does that function partner functions with other functions during onboarding and who owns what?

We partner with the hiring manager in order to design as well as deliver the on-boarding experience.


The offer documentation process and pre-employment screening is 100% digital via Docu-sign and Security Watchdog The rest varies between online and offline.

4. What is driven globally vs what is driven locally? Site orientation is driven locally across our two offices. Each team and respective hiring managers have the option to enhance the onboarding experience as they wish. There is a global set of guidelines of the minimum standards that need to be followed.

5. What is the standard protocol for onboarding on day 1? Meet and Greet with our Concierge team, security pass, health and safety tour, locker and laptop set up.

6. What is standard protocol for onboarding long term? The on-boarding process is defined as the period from the acceptance of an offer of employment to the completion of the first three months in the new role.


Line Manager and the Employee both own the induction. Buddy is there to mainly support them


We have an on-boarding survey

5ii. E-Commerce

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HR Shared Services


The Onboarding Team pick up from the Recruitment Team once an offer has been accepted. The OB Team (as they are fondly referred to) contact the prospective new joiner to talk about the next steps. OB Team handle the contract, the screening and invite the new joiners to the firm-wide welcome event/induction. Once the new joiner has attended the firm-wide welcome event /induction and right to work document have been copied and uploaded to the systems, the OB team’s work is done.


Every part of the process is digital. There’s an access based system that is used by the recruitment and onboarding team to hand over candidates / new joiners. The screening process is done online through a 3rd party firm. The checking of right to work documents are done online through an European online database

4. What is driven globally vs what is driven locally? Every part is driven locally.

5. What is the standard protocol for onboarding on day 1? Contracts

6. What is standard protocol for onboarding long term? N/A


N/A


There is a governance team the work with managers to help improve the systems and processes.

5iii. Professional Services

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Still trying to determine most appropriate place to manage the function. At the moment it is split into 2: Pre boarding and induction - Managed by recruiter who were responsible for the requisitions. Start date - Hiring Managers manage workday onboarding.


Not fully implemented. Resourcing or talent should own the responsibility for pre boarding – offer acceptance to start date in partnership with Hiring Manager. Induction and orientation- best owned within learning or talent team. All need to work together in order to avoid massive inconsistencies.


2 applicant tracking systems- Flow enterprise and Lumesse Talent Link. Used for recruitment activities/ initiate pre-employment/ pre boarding checks for candidates using background checking partners- Hire Right or First Advantage/ Initiate pre boarding order of IT equipment through workday using a new employment profile.

4. What is driven globally vs what is driven locally? Nothing currently global or central. Given the licence to do that – was striving to centralise within global for core programmes from recruitment activities to onboarding for consistency across the board. Mainly managed in region but drive global consistency. Workday is the global HRMS.

5iv. Hospitality

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5. What is the standard protocol for onboarding on day 1? Corporate hires managed on local level due to numerous different brands etc. Generally a Monday start date. Range of different regional activities but largely consistent across regions. Employee taken off for 2 hours for activities such as meeting HRBP for relevant passes, tour, H&S briefing etc.

6. What is standard protocol for onboarding long term? No clear onboarding protocol longer term. Interventions from senior HR Operatives would help. Put step checks in place at defining period of time, start date, month 1, end of probation etc.

7. What is the role of a line manager/buddy/employee Buddies are in place in some regions. In the corporate offices, it varies. Not one size fits all but generally consistent. Line Managers are encouraged to take more responsibility with new employees.


Making sure right people were accountable in their regions. Determining the right reporting and communication to create effectiveness reports looking at turnover/resignations etc. New hire feedback.

5iv. Hospitality

26


Recruitment


Functionally sits with the recruitment team but hiring manager has responsibility for familiarisation etc


We use a tech connected to our ATS (Success Factors)

4. What is driven globally vs what is driven locally? Most hires are UK. Non UK dealt with by local divisions.

5. What is the standard protocol for onboarding on day 1? Varies

6. What is standard protocol for onboarding long term? Mainly hygiene factors based but we need to change this.


It is their responsibility in the main.


Through the technology. Mainly a manager self service system at present.

5v. Automotive

27


TA owns onboarding function by supporting hiring managers and new starters who own onboarding experience using simple and user-friendly tools and guides developed by TA.


Hiring managers and new starters own onboarding with support of TA. Buddy (normally not from HR) can be appointed if required. TA and less frequently HR can act as consultants for Line Managers. HR technology team provides back up support if required (for resolving issues if any).


We partially use applicant tracking system for onboarding purposes, but plan to extend it’s role already next year. All onboarding guides and checklists for hiring managers, new starters, buddies and go-to managers are stored in one stop shop at our intranet site. We also use website for prehire engagement of new employees.

4. What is driven globally vs what is driven locally? 80% of onboarding content is global, but some site specific information and steps (i.e. logistic elements, regional networks etc. are driven locally but are organically linked to global tools)

5. What is the standard protocol for onboarding on day 1? Meeting Manager, Buddy and team, site orientation, provide required HR documents (depends on location), getting familiar with systems, onboarding guides and checklists and intranet.

6. What is standard protocol for onboarding long term? Learning about company and business, policies and procedures, work tools, engagement in corporate culture, networking with colleagues locally and internationally (internal social network), goal settings, 1:1s with manager and key stakeholders, corporate and functional trainings at our internal University, special trainings for people managers, strengthening functional and leadership skills and expertise etc.

5vi. FMCG – Consumer Goods

28


Line Manager owns onboarding and is a crucial figure for new employee’s onboarding experience. Buddy helps to be integrated to our corporate culture and explain ways of working and make new starter feel welcomed from day 1.


We have clear RACI and governance embedded into TA end 2 End, intuitive feedback procedure for updating tools and continuous improvement is in place.

5vi. FMCG – Consumer Goods

29


Combination of the hiring manager and talent development.


There are defined responsibilities, so they probably don’t connect too often. So the hiring manager integrates them into their role and Talent Development into the business.


None apart from providing equipment.

4. What is driven globally vs what is driven locally? Everything is driven locally unless the position reports globally, then they will take on the hiring manager piece.

5. What is the standard protocol for onboarding on day 1? An all day course with all the new starters - everyone always starts on the 1st of the month. We have developed a bespoke session for the business.



N/A


That piece is managed by the employee, hiring manager and talent development.

5vii. Retail

30


HR operations and the Business owner


TA at the moment tries to make it seamless until the new hire starts. However as there are several parts to on-boarding, these can be owned by different departments (local HR, HR shared services, Global TA, International assignments and Relocation teams)


The onboarding journey and trigger points for the line and new hires are followed by an extension of our ATS.

4. What is driven globally vs what is driven locally? Offer, contracts, work permits- global Orientation – local

5. What is the standard protocol for onboarding on day 1? Corporate induction and Orientation

6. What is standard protocol for onboarding long term? NA


Line manager ensures everything like desk, buddy, team induction, equipment is organized. Buddy is nominated by the LM and acts as a support for all unrelated company integration.


Global Strategic TA responsible for global framework with local deployment.

5viii. FMCG – Non Consumer Goods

31


Talent Acquisition


Joint - TA, HRBP, Line, New Starter


80% is technology based - SharePoint.

4. What is driven globally vs what is driven locally? Technology is global, wording and nuance is local.

5. What is the standard protocol for onboarding on day 1? H&S, IT, Physical space, team and office orientation.

6. What is standard protocol for onboarding long term? Intense first 6 months. including, culture and competency orientation. Team building.


Each has a specific role of settling, on boarding, guiding and generally settling in the new starter.


Review from the line manager, new starter and HR after every on boarding. then annual review of the entire process and updates as and when things change in the business.

5ix. FMCG – Healthcare

32


Talent


Joint partnership with TA and HR.


Currently limited use of Tech. Plans to use Apps/Workday when acquired.

4. What is driven globally vs what is driven locally? Policy and strategy globally. Local implementation.

5. What is the standard protocol for onboarding on day 1? Varies depending upon country and role type / level. Usually formalised company intro and compliance procedures on day 1 along with buddy assignment and site tours.

6. What is standard protocol for onboarding long term? Engagement based not process based. Focus on people - introductions, relationship building and networking.


Always heavily involved. Buddy for support, LM for guidance.


Varies depending. Centralised culture, values and ethics programmes, supported by local (country) governance requirements.

5x. Publishing

33


Talent, Learning


The onboarding day is pulled together by Talent but there is a functional speaker responsible for the content of their department.


N/A

4. What is driven globally vs what is driven locally? We run onboarding days in a few different locations but then the manager localises it after the first day.

5. What is the standard protocol for onboarding on day 1? All new starters start on a Monday and attend a central onboarding day before it is then localized by site



N/A


N/A

5xi. Telecommunications

34


Between TA and HRSS


TA partners with HRSS for the initial checks and a 3rd party for pre-employment screening. HRSS is then responsible for managing the admin process and co-ordinating with technology for log ins, email, equipment etc.


All parts of the onboarding process are manual or via web forms.

4. What is driven globally vs what is driven locally? Most onboarding is driven locally apart from some webinars and compliance training which is driven globally from the centre.

5. What is the standard protocol for onboarding on day 1? In all sites, on Day 1 there is a site orientation and Managers are responsible for getting right to work evidence and submitting that to HRSS.

6. What is standard protocol for onboarding long term? Nothing is standard but we do have a monthly company induction.


Line Manager leads the process from day 1. We do not have a formal buddy system although some Managers do assign one. The colleague is responsible for completing mandatory training.


We now have a project team made up of individuals from TA, HRSS, L&D and generalist HR.

5xii. Financial Services

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Onboarding - thefirm-network.com · 4 1. Context • Ownership of Signature Program (e.g. Talent,...

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