The document discusses how developing leadership perspectives and a performance focus in new hire programs from day one can build talent and inspire future leaders. It provides examples of how companies like Iron Mountain, Walmart, Capital One, SAP and AstraZeneca incorporate leadership training, real work experiences, and performance goals into their new hire onboarding programs. The Iron Mountain new hire program in particular engages both employees and managers with online and in-person resources to help new hires feel ready to contribute from their first day.

1. Bryce Tache -
While we wait to begin, please consider this question:
When do leaders
first discover they are leaders?
Matt Plass -
The webinar will begin in minutes543210
DEVELOPING TALENT AND LEADERSHIP FROM DAY ONE (45 MINS)
Developing leaders through performance-based training, with a focus on new hire.

2. When do leaders first discover
they are leaders?
In the playground
At high school
At college
In their first proper job
Later in their career

3. • Design and develop learning
• Established in 1993
• Offices in CA, NY, UK and Ireland
• 200 projects completed every year
• Work with 30 Fortune 500 companies
Our Value Proposition
• Creative instructional design
• Global experience
• Blended-learning
• Capacity for large initiatives
• Localization in 30+ languages
• Store, protect and manage information
• Founded in 1951
• 1,026 facilities worldwide (35 countries)
• 64.5 million square feet real estate network
• Serve 94% of Fortune 1000
Our Value Proposition
• Delivering sustainable value
• We help organizations lower storage costs,
comply with regulations, recover from disaster,
and better use their information for business
advantage

4. 1. Leading from (before) day one
2. Performance focus
3. First impressions stick
A New Hire program that encourages leadership
perspectives and a performance focus from day one builds
talent bench strength and inspires future leaders.
4. Iron Mountain New Hire case study
5. Further examples
6. Questions

5. Leading from (before) day 1

6. Before day 1
During onboarding
When did you first believe you could
contribute to your organization above and
beyond your functional role?
During year 1
When you became a manager
When you became a leader

7. 67% of organizations find it extremely difficult to identify,
develop, engage and retain their talented people.
Organizations spend thousands on carefully seeking out and
identifying top talent but do nothing to continue developing
that same important talent resource.”
Lane Winward, 2012
Do you risk losing tomorrow’s leader?

8. What is a Leader?
 Set the direction of the
organization
 Inspire and motivate the
organization to achieve
their vision
 Align the inputs and
efforts of organizational
stakeholders to keep the
vision alive
 Create a culture that
will help bring the vision
to life
 Execute the leader’s
vision within the
budget and
allocated resources
 Manage the teams
that will execute the
vision
 Solve operational
problems as they
pop up
 Complete tasks
 Maintain operations
 Work ‘unmanaged’
80% of the time
Team Members Managers Leader
s
Can we get some of this LEADERSHIP
thinking in here?

9. Here’s one way to look at a career...
Team Member Management Leadership

10. Here’s another...
DirectorManagerFront Line LeaderTeam Member VP & Above
Functional
Leadership

11. ‘The Deal’ at Iron Mountain
• At Iron Mountain, everyone is a People Manager – from supervisor to the C Suite.
• Leadership Characteristics align across every role and level in the organization.
• At Iron Mountain, People Manager’s learn about Leadership Characteristics before
day one, and their performance is measured on their ability to role model these
characteristics on a day-to-day basis.
Managers Who Lead is designed to drive clarity and
consistency and help you deliver the kind of team member
experience that will translate into improved engagement
and higher performance.

12. Leadership Characteristics & Levels
Individual ContributorsLevel 1
Level 2
Level 3
Level 4
Level 5
Individual Contributors
GMs, Managers and Supervisors
Directors and Presidents
Senior Vice presidents and above
THINKS AND ACTS
STRATEGICALLY
2
BUILDS
RELATIONSHIPS
3
FOCUSES ON THE
CUSTOMER
4
DELIVERS RESULTS
AND MANAGES
PERFORMANCE
5
COMMUNICATES
EFFECTIVELY
6
DEVELOPS TALENT1

13. Your Success is Our Success
We can’t do this without you.
It’s important for all Mountaineers to understand our
company’s strategic goals and how we support them.
Understanding our strategy is critical for you to deliver as a
Manager Who Leads.
Our virtual 60-minute Welcome Workshop is offered
throughout the year. You will “meet” other new Mountaineers
from around our company.
During the Workshop, we will:
• Review our corporate strategy, goals and objectives
• Discuss how your leadership and your teams’ day-to-day
activities contribute to our success
• Discuss ways we can achieve our goals – individually and as
a team
Take Action: Register for the Welcome Workshop. (1 minute)
Click here

14. Performance focus

15. Before I took my test
When I passed my test
When did you feel you had truly mastered
driving a car?
After a few weeks/months of driving post-test
I’ve driven for years and still haven’t mastered it

16. Performance-focus
I exhibit leadership
characteristics from
day 1
I learn in order to
acquire skills to
achieve goals
Leadership thinking Performance focus

17. Make it real
Leave formal training with a task… … to complete in the workplace
Formal training meets workplace activity

18. Apply the Leader/Learner model
Where I’m expert, I lead Where I’m novice, I learn
Leader-Learner

19. Performance Setting in Onboarding
60%
40%
20%
52%
Best in
class
0%
32%
other
Performance Goal Setting in Onboarding

20. Leadership meets Performance

21. Leaving the
Business
Attraction &
Recruitment
Onboarding
Career &
Performance
Learning &
Development
Workplace
& Wellbeing
Recognition
Communication &
Engagement Compensation
& Benefits

22. First impressions stick

23. Terrible. I had nothing to do and nothing was ready for me
Okay. But it felt like I was in the dark about a lot of key areas
How would you rate your onboarding to your
present organization?
Good. Afterwards, I felt ready to work in the organization
Wonderful! I felt as if I was up and working from day 1

24. First impressions stick
Most individuals who leave a job after twelve months
make their decision in the first four weeks!
• Organizations with a standard onboarding process experience 54%
greater new hire productivity and 50% greater new hire retention.
• 22% of staff turnover happens in the first 45 days of employment and the
cost of losing an employee is at least three times the salary.
• One-third of new managers (and executives) will fail at their new jobs
within 18 months.

25. Onboarding is an Experience
How to be
successful
Culture and
values
What you can expect
from your managers
and leaders
Real work
experiences
Courageous
networking
Leadership
Characteristics
Future
Leader
Performance
focus
Leadership
characteristics

26. Iron Mountain New Hire

27. IMReady incorporates online and offline resources, and interactions,
for employees and managers, so new Mountaineers are
“Ready to Rock the Mountain” from Day One.
Our management onboarding program builds a coaching and
performance culture, to better engage and retain new People
Managers, and sustain and evaluate our leadership pipeline
Iron Mountain New Hire

28. • At Iron Mountain, new hire onboarding begins at offer acceptance, and
concludes with the celebration of an employee’s one-year anniversary.
• Here is an example of the manager’s program
Iron Mountain New Hire
Connect:
Day One to Day 60
Excel:
Day 60 – Month 6
Prepare:
Offer Acceptance to
Day One
Welcome Package
The Deal Activity
Manager Fundamentals
1st Coaching Session
MBTI
Boot Camp Pre-Work:
•Coaching for Success
•Performance Mgmt
•Hiring Outstanding Teams
MWL Boot Camp
Harnessing Your Leadership Style
Making Management Transitions
Driving MWL Culture &
Engagement
Building Relationships & Networks
Communicating to Inform Connect
& Engage
2hrs
22hrs 32hrs
Year 1 Reinforcement
Continued development
Monthly bite-sized
learning sessions
Ongoing
Reinforce:
Month 6 – Y1

29. Reach all new hires with a
consistent welcome to the
company culture, history, and
working environment.
Business Need
Iron Mountain New Hire Online
30 minute online module with
Gallery menu to explore Iron
Mountain values and prepare the
new hire for life as a Mountaineer.
Solution
Early feedback suggests this is
the most popular online
program ever to run within
Iron Mountain.
Success

30. Iron Mountain New Hire

31. • 90% adoption of IMReady by all US-based new hires, including utilization of portal.
• 85% of new employees and their managers express Y1 satisfaction level of
preboarding program, as measured by Level 1 and 3 surveys.
• 90% of all new hires complete IM Story training. (culture, mission, value, history).
• Manager Who Leads framework integrated with Performance Management
process for some business units and geographies.
Results so far...

32. Further examples

33. Examples of
Leadership & Performance in New Hire

34. Redesign assistant manager
induction to promote
leadership capability and
store-readiness from day 1.
Business Need
Walmart AMT
Nine week program integrating
class activity with on-the-job
practice and assessment, and
online simulation.
Solution
Store managers report new
ASMs are better trained, more
engaged, and more ready to
take ownership of the role.
Success
How to be
successful
Culture and
values
Real work
experiences

35. Reduce onboarding duration
with no impact on quality.
Generate a holistic
understanding of the financial
services business.
Business Need
Capital One Onboarding
Online portal available before day
1 to provide introduction to
company history, values, services,
and how to be successful. Online
followed by ½ day workshop with
peers and new managers.
Solution
New hires arrive with
foundational knowledge of
the organization, plus role-
specific questions for their
manager.
Success
How to be
successful
What you can expect
from your managers
and leaders
Culture and
values

36. Induct new hires to the
thirteen week sales cycle,
without waiting thirteen
weeks for productivity.
Business Need
SAP Sales Graduate Academy
Ten week program combining
online self-paced study, research
activity, face-to-face workshops
and on-the-job activity.
Solution
On completion of the
program, new hires have
already identified, qualified
and approached prospects.
Success
Courageous
networking
Leadership
Characteristics

37. Prevent new hires exiting
induction with insufficient
disease-state knowledge and low
practical experience of the role.
Business Need
Astra Zeneca
Blended program including halt
cycles and ride-along activity
from week 1 of training program.
Solution
All graduates have demonstrated
knowledge and performance
capability before day 1 in role
Success
How to be
successful
Culture and
values
Real work
experiences

39. Summary
A New Hire program that encourages leadership
perspectives and a performance focus from day one builds
talent bench strength and inspires future leaders.
How to be
successful
Culture and
values
What you can expect
from your managers
and leaders
Real work
experiences
Courageous
networking
Leadership
Characteristics

40. Questions?

41. www.interactiveservices.com
If You Have Any Queries, Please Contact:
John O’Brien, Marketing, Interactive Services
jobrien@interactiveservices.com
THANK YOU FOR ATTENDING!