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Welcome! Now Get to Work


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Brief presentation outlining best practices in new hire on-boarding. Includes discussion of socialization and networks -- key elements of successful new hire integration processes.


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Welcome! Now Get to Work

  1. 1. Creating on-boarding programs that set employees up for success<br />Partnering Resources<br />Maya Townsend, Founder<br />Welcome! Now Get To Work<br />
  2. 2. On-boarding Counts<br />64%<br />of new executives hired from the outside fail at their new jobs<br />Snell, A. (2006). “Researching on-boarding best practice.” HR Review.<br />40% <br />of senior managers hired from the outside fail within 18 months of hire<br />Wells, S. J. (2005). “Diving in.” HR Magazine.<br />70% <br />of leaders express dissatisfaction with their on-boarding experience<br />Cashman, K. & Smye, M. (2007). “Onboarding. Leadership Excellence.<br />46% <br />of newly hired employees fail within 18 months of hire<br />Leadership IQ Study, 2009.<br />
  3. 3. Why Do They Fail?<br />Lack of cultural fit<br />Difficulty getting things done through others<br />Lack of connections<br />Difficulty building relationships<br />Sources: Concelman & Burns (2006), Salveson Stetson Group (2006), Michael D. Watkins on (2007) , Cashman & Smye (2007).<br />
  4. 4. How can organizations succeed?<br />
  5. 5. Get C-Level Support<br />
  6. 6. Start Before They Start<br />Image: Anton Chernenko<br />
  7. 7. Make It a Process: 6+ Months<br />Live training<br />Peer guidance<br />Online training<br />Coaching<br />Job shadowing<br />Six month review<br />
  8. 8. Make the First Day a Win<br />
  9. 9. Connect Them to the Right People<br />Image: © 2005 NetForm, Inc. Used with permission.<br />
  10. 10. Help Them Build Their Networks<br />
  11. 11. Check In On Progress<br />
  12. 12. Why is the network piece so important?<br />
  13. 13. Network Critical Connectors Integrate New Hires Quickly & Effectively<br />Exist in all networks<br />Critical Connectors comprise only 5% of the network<br />Three Critical Connectors <br />Hubs<br />Gatekeepers<br />Pulsetakers<br />Connecting new employees to pulsetakers accelerates the on-boarding process<br />Image: © 2005 NetForm, Inc. Used with permission.<br />
  14. 14. High Performers Have Stronger Networks<br />Build high-quality relationships<br />Invest in relationships to extend expertise, balance biases, and prevent career traps<br />Position selves at key network points and leverage people around them<br />Cultivate select ties with external experts<br />The top 20% of employees are more likely to build and maintain personal networks<br />Source: Cross, Thomas, & Light, How Top Talent Uses Networks and Where Rising Stars Get Trapped<br />
  15. 15. Successful Projects have Stronger Leadership Networks<br />93% of completely successful change initiatives were led by people with very strong / strong personal networks<br />73% of less successful change initiatives were led by people with moderate / weak networks <br />Data: NEHRA / Partnering Resources study (2009).<br />
  16. 16. How have companies leveraged networks to successfully integrate new employees?<br />
  17. 17. Success Story #1<br />Network Components<br />Job shadowing<br />Manager coaching<br />Manager-facilitated 2-day training<br />Additional Components<br />16-week blended learning curriculum <br />Self-guided e-learning <br />On-the-job activities<br />Result<br />$4 million return on a program that cost $931,000<br />Source: Sussman, D. (2005). “Getting up to speed.” T+D. <br />
  18. 18. Success Story #2<br />Network Components<br />Customized new leader transition guide<br />Internal peer coach interviews<br />Creates a detailed orientation guide<br />Team introduction<br />HR facilitated session with leader and direct reports <br />90 days of peer guidance<br />Additional Components<br />6-month check in<br />360-degree feedback <br />Review of accomplishments and areas needing further development.<br />Result<br />Successfully turned around a situation of high attrition, low performance, and stalled programs<br />Source: Johnson, L. (2006). Harvard Management Update.<br />
  19. 19. Contact<br />Maya Townsend, founder of Partnering Resources, helps leaders identify the hidden web of relationships that drive organization performance. Partnering Resources’ client list includes Alcatel-Lucent, eCopy, eTeck, Fidelity, Financial Profiles, Hanover Insurance Group, and Merrimack Pharmaceutical, as well as organizations such as Andover / Phillips Academy, National Air and Space Administration, and the National Braille Press. <br />Maya teaches leadership, strategy, and alignment at Boston University Corporate Education Center and Northeastern University. Her articles have appeared in CIO.Com, Chief Learning Officer, Mass High Tech, and publications. She serves on the Editorial Review Board for OD Practitioner, the premier OD practitioner journal in the United States.<br />Partnering Resources is the exclusive East Coast provider of NetForm organization network analysis. NetForm software, developed by Dr. Karen Stephenson, is built on complex mathematical algorithms developed over 30+ years of research with 400+ companies.<br />For more information:<br />Phone: 617.395.8396<br />Email:<br />Explore:<br />Presentation © 2009 Partnering Resources.<br />