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Bringing new managers on board


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Carole Teacher from Mott MacDonald presented a session at 'LearningNow: Induction strategies that work' on 25th September. Her session was about the challenges and solutions of bringing new senior …

Carole Teacher from Mott MacDonald presented a session at 'LearningNow: Induction strategies that work' on 25th September. Her session was about the challenges and solutions of bringing new senior managers on board.

Published in: Business, Career
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  • 1. Bringing New Managers on Board @epictalk For all the latest news about the event follow us on twitter @epictalk and use the hashtag Carole Teacher – Mott MacDonald Group Ltd
  • 2. This Talk • Who is Mott MacDonald? • Induction training for new leaders and managers – why we needed to think differently • Challenges • Connecting new leaders faster • Working with other stakeholders – the managers manager and role of local HR • Lessons learned- summary sheet of hints and tips
  • 3. Who is Mott MacDonald? We work in 140countries On some 16kprojects 1bn turnover 14k staff
  • 4. Why we must engage with new senior managers High expectations (both parties) to: • Demonstrate results quickly • Make a difference • Influence 30-40% new hires (and promotions) fail (DDI) The “multiplier effect”. A senior manager may affect 1000+ employees 10 10 10 10 20 20 40
  • 5. Our challenge Problem • 120 new senior managers/year and 7% were leaving in the first year • Recruits ranged from New Zealand to California • Decisions highly decentralised • High risk of ethical and commercial breaches • Strong collegiate culture, resistant to change and to outsiders (so hard for new people to find a way in) • Average tenure of top grade -30 years (they started when the company had 200 people) • Light-touch management
  • 6. Our solution Senior Induction Virtual “meet the Board sessions HR involvement Manager of manager involvement “You don’t know what you don’t know “checklist Solution • Welcome webinar in first month – run by me • Series of webinars run by the Board and corporate heads, hosted by me and me team • Extensive “you don’t know what you don’t know” checklist • HR manager support • Manager’s manager support • Additional help if needed
  • 7. Gaining buy-in • Individual meetings with Board members and corporate heads – who we wanted as contributors • Good proposal based on evidence and sound case (e.g aim to reduce risk and turnover) • HR staff involved in design of their role • Report to HR discussed and created especially to enable them to take action
  • 8. Lessons learned • Involve HR manager earlier in the process – their help has doubled participation rates • One-to-one meetings with contributors was key to their buy-in • It’s hard to shift senior managers from presenting to discussing • Difficult to get feedback on the effectiveness of the tasks carried out locally • We underestimated the lack of skills at using any kind of on-line meeting software • Virtual conferencing takes far more discipline than face-to-face • Despite doubts, delegates really appreciate the opportunity to speak candidly with board members • Board members enjoy the chance to connect