How a global food and pet care leader made onboarding as iconic as its brands

In the past decade, few corporations have transformed themselves as much as Mars Inc., with annual revenue surpassing $65 billion, a global workforce of over 170,000 and operations across more than 80+ countries. Following a series of strategic deals, the company has grown substantially and is now known as much for M&A as it is for M&M’s^®. 

Mars’ remarkable growth and success have inevitably brought increased operational complexity. In response, Mars’ talent leaders recognized that their onboarding processes needed to be reimagined to support the company’s continued expansion. 

“Most organizations get onboarding wrong, and the reason they get it wrong is because they think of it as a one-day transactional activity,” said Jeremy Andrulis, Director of Global Talent at Mars. “We knew it was time to transform our onboarding strategy. From day one, we wanted every new Associate to feel valued, supported and empowered — because they are the ones who will shape the future of our organization. At Mars, we believe that investing in our people from the very beginning is how we will build a culture of purpose, growth and lasting impact.” 

Onboarding is a common struggle: Only 12% of US employees say their company does a good job of onboarding, according to a Gallup poll. However, Gallup also says that 70% of employees who had exceptional onboarding experiences say they have “the best possible job,” and they are 2.6 times as likely to be extremely satisfied with their workplace.¹ 

“On their first day at Mars, new hires often encountered a process that felt fragmented and overwhelming,” said Andrulis. “They were met with a stack of forms, unfamiliar terminology and minimal role-specific customization, along with limited opportunities to connect with their new teammates.” 

To improve the experience for future Associates, Mars decided to team with Ernst & Young LLP (EY US) and its Consulting service line, which is deeply skilled in experience-led HR transformation. 

“We wanted to help Mars create an onboarding experience that truly puts people first,” said Lee Bannister, Principal at EY US People Consulting. “Our plan was to step into the shoes of a new Associate and place the human experience at the center of the onboarding solution, so that it would foster lasting trust and meaningful connections across the organization. And so that Mars could cultivate a culture that is aligned with continuous growth and evolution for the company.” 

First, the transformation team evaluated the unique experiences that needed to be conveyed to new Associates during orientation — closely examining each job role and location — and then determined how technology could deliver those experiences in individualized ways. The team selected ServiceNow as the tech platform to underpin the onboarding program they would deliver.

Experience-led transformation involves breaking down an organization’s workforce into distinct personas — such as hybrid employees, factory workers, technicians and office-based professionals — to better understand and address their unique needs. 

“We wanted to understand how people interact and experience their work environments — whether in the office, a clinic, on the factory floor or at the grocery store where they’re selling their products,” said Joe Wright, EY US Senior Manager in Studio+, who visited a location in Texas with the transformation team to understand how workers spent their days on the factory floor. “We immersed ourselves in the daily experiences of Mars Associates, spending significant time engaging with Associates and their managers. Using the insights we gathered, we developed tailored onboarding packages designed to equip Associates with the knowledge and tools they need to succeed in their roles and effectively represent the brand, ultimately driving higher job satisfaction and performance.” 

To further clarify the “why” within the onboarding solution, Mars and EY professionals conducted in-depth “hearts and minds” research to identify the moments that matter most to new Associates and their managers during the onboarding process. These insights helped shape a clear vision for the onboarding experience and guided the development of the technology and platform design, including the sequencing of activities.

Another unique aspect of the new Mars onboarding experience is the buddy program, which assigns a new hire to a peer right at the start of the process for a safe and trusted relationship to navigate the onboarding journey with. This buddy program helps build a sense of belonging and higher engagement for new Associates from the moment they join the organization. Keeping human interaction at the heart of the experience, while blending it with the technology that modern workplaces rely on, was one key to success. 

“The onboarding program is centered around fostering meaningful connections,” said Kelly Bartkiewicz, Global Talent Programs Director at Mars. “By pairing new Associates with experienced team members through our buddy program, we ensure they have a familiar face from day one. These early relationships help new hires feel immediately welcomed and invested in the company, which has played a key role in enhancing the success of our onboarding efforts, improving retention and cultivating a committed, engaged workforce.”

Across a number of metrics, Mars’ onboarding transformation has delivered resounding results within its first year: The EY-Qualtrics Alliance was leveraged to collect feedback from Mars Associates, highlighting that 9 out of 10 Associates said they felt welcomed, with high satisfaction rates, and they also felt like their manager supported them. Real-time feedback allowed Mars to adjust parts of its program immediately, further improving the onboarding experience to meet Associates’ needs and preferences. First-year turnover was significantly slashed. Other metrics regarding new Associates include: 

• 94% would recommend the organization as a great place to work.
• 93% found the information sent ahead of their start date made their first day easier.
• 93% felt the onboarding activities helped them understand the culture.

“We’d set out a five-year roadmap of expectations and things we wanted to track,” Andrulis said.

With their new onboarding model, Mars has established a strong foundation for future organizational change, especially at a time when culture, talent and technology are converging in transformative ways. Forward-thinking leaders at Mars understand that satisfied Associates are more engaged, more open to adopting innovations like artificial intelligence (AI) and more committed to driving the success of a company that invests in them as much as they invest in it.

“Most of us can recall our first day of school or first day at a new job — it’s a moment that stays with you,” said Andrulis. “When an Associate has a positive experience from day one, it becomes a defining part of their professional journey at Mars. By creating a welcoming and supportive environment right from the start, we empower our people to thrive. Because when our Associates succeed, so does our organization — and together, we’re better equipped to serve over a billion consumers around the world.”