Onboarding
Onboarding
is a process in which a new or transfer executive is meaningfully guided
into a new position and becomes a well functioning and valued member of
the organization. When
onboarding is done effectively a new executive has a greater sense of
commitment, performs better, and is more likely to stay longer with the
organization.
This is
particularly important when one considers the failure rate of new
executives. Researcher Anne
Fisher reported in a Fortune
article that nearly “40% of
executives who change jobs or get promoted fail in the first eighteen
months.”
It is
important to understand that onboarding is different than a typical
orientation program:*
Orientation
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Onboarding
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Learning
the written rules
|
Learning
both the written and unwritten rules
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An
event
|
A
process
|
Lasts
the first month (at most)
|
May
last a full year
|
Focus
is on integration to the unit and the specific job
|
Multi-level
focus: organization, unit, individual (personal)
|
Linear
|
Non-linear
and non-sequential
|
Builds
on past successes
|
Includes
reflection and unlearning past successes
|
* Anne
Massaro, Magna Publications and Ohio State University, www.magnapubs.com
Onboarding
Structure
Organization
development consultant Anne Massaro’s onboarding process focuses on
three foundational categories: Building Relationships, Understanding the
Culture, and Achieving Results:
Successful
Onboarding: The Foundation for Extraordinary Leadership*
|
Building
Relationships
|
Understanding
the Culture
|
Achieving
Results
|
Guide
the new leader in building robust relationships with:
1.
The person to whom the new reports
2.
All organizational leaders
3.
Internal stakeholders
4.
Direct reports
5.
Indirect reports
|
Advise
the new leader on:
1.
The organizational culture
2.
Team culture
3.
How the new leader’s role integrates with, or challenges, the
existing cultures
4.
Assessing the situation in which the new leader will operate
|
Dialogue
with the new leader about:
1.
Organizational goals
2.
Stakeholder expectations
3.
Creating integrated, aligned performance goals
4.
Communicating performance goals with the person to whom the new
leader reports and direct reports
5.
Quick wins
|
* Anne Massaro, Magna Publications and Ohio State University, www.magnapubs.com
Characteristics
of Effective Onboarding Programs
Although
onboarding programs must be tailored to an organization’s needs and
culture, the most successful programs include the following best
practices:
-
Begin
the onboarding process before the official start day by sending the
new executive relevant forms, organizational material, websites, and
other informational pieces that will help acquaint the new hire with
the organization.
-
Engage
relevant stakeholders in the onboarding design for the new
executive. Taylor the
process to match the new hire.
-
Assign
a trained “onboarding coach” to direct and manage the onboarding
process. Be certain that
this coach knows the job requirements of the new executive and can
serve as a resource person to answer tough questions, present
helpful perspectives, and provide meaningful success tips and
feedback.
-
On the
start day roll out the red carpet by making the day special for the
new executive.
-
Design
the onboarding process to be long term.
Successful onboarding takes time.
-
Be
certain that key stakeholders participate directly in the onboarding
process.
-
Provide
ample time with the new executive’s manager.
Clarify roles, expectations, and goals.
The manager who takes time to build a relationship with a new
hire and actively helps him or her to assimilate will generate a
stronger sense of loyalty and productivity.
-
Introduce
the new executive to peers and direct reports.
Allow time for Q and A.
-
Don’t
overload the new executives. Give
them plenty of time to process their new assignments; avoid
bombarding them with reading material and forms.
-
Onboarding
should be interactive, participatory, and friendly.
-
Schedule
regular progress checks. Use
these to discuss how the new executive is feeling about the job:
challenges, successes, reservations, confusion, vision, new ideas,
etc.
-
Don’t
rush the new executives to achieve results;
give them time to assimilate, build internal networks, and
inculcate the organization’s culture.
Benefits
of Meaningful Onboarding Efforts
There are
numerous benefits of a quality, well managed onboarding program.
New hires who receive effective onboarding experience the following:
-
They
engage with the organization faster and more meaningfully
-
They
report a greater level of satisfaction with their job
-
They
are likely to perform better
-
They
are generally more engaged in their work and the organization
-
They
tend to stay longer with the organization
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