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EXECUTIVE	
  ONBOARDING	
  
                                      Insights	
  on	
  designing	
  an	
  onboarding	
  
                                            programme	
  for	
  senior	
  recruits	
  

                                                                                          Max	
  Evans	
  
                                                                                 maxevans@me.com	
  
                                                                h:p://uk.linkedin.com/in/maxevans1	
  

This	
  project	
  demonstrates	
  the	
  outcomes	
  of	
  my	
  MBA	
  thesis	
  for	
  Cass	
  Business	
  
School,	
  London.	
  The	
  research	
  involved	
  30	
  intensive	
  interviews	
  with	
  senior	
  
managers	
  from	
  a	
  major	
  global	
  organisaCon	
  with	
  more	
  than	
  150,000	
  employees,	
  
an	
  extensive	
  review	
  of	
  best	
  pracCce,	
  and	
  an	
  analysis	
  of	
  role	
  transiCon,	
  
idenCficaCon	
  and	
  socialisaCon	
  literature.	
  
ExecuCve	
  summary	
  
 •  Senior	
  roles	
  in	
  large	
  companies	
  have	
  differing	
  demands	
  and	
  the	
  
    recruits	
  themselves	
  bring	
  unique	
  experiences	
  and	
  individual	
  
    moCvaCons.	
  
 •  Therefore,	
  even	
  with	
  considerable	
  investment	
  in	
  a	
  new	
  onboarding	
  
    programme,	
  companies	
  can	
  fail	
  to	
  engage	
  new	
  senior	
  hires.	
  
 •  Rather	
  than	
  creaCng	
  an	
  overly-­‐prescribed	
  programme,	
  companies	
  
    should	
  establish	
  a	
  broad	
  framework	
  of	
  minimum	
  standards	
  with	
  
    clear	
  accountability	
  for	
  their	
  delivery.	
  
 •  Companies	
  should	
  then	
  tailor	
  the	
  onboarding	
  experience	
  for	
  each	
  
    recruit	
  by	
  answering	
  three	
  criCcal	
  quesCons:	
  

        1.  To	
  what	
  extent	
  do	
  you	
  want	
  to	
  encourage	
  innovaCon	
  
            from	
  the	
  new	
  recruit?	
  
        2.  How	
  much	
  relevant	
  experience	
  does	
  the	
  recruit	
  bring?	
  
        3.  What	
  are	
  the	
  recruit’s	
  key	
  moCvators?	
  
There	
  are	
  four	
  key	
  objecCves	
  for	
  a	
  senior	
  onboarding	
  
programme	
  

     Build	
  formal	
  
                                       BUILD	
               BUILD	
               Build	
  capability	
  to	
  
    networks	
  with	
                                                            ensure	
  reduce	
  Cme-­‐
 criCcal	
  stakeholders	
                                                          to-­‐producCvity	
  

  Establish	
  informal	
  
                                                                                   Establish	
  credibility	
  
 networks	
  to	
  navigate	
  
                                                                                   with	
  the	
  wider	
  team	
  
    internal	
  poliCcs	
  
                                  RELATIONSHIPS	
       PERFORMANCE	
  

    Understand	
  the	
  
                                  UNDERSTAND	
             REMOVE	
                     Execute	
  
     wider	
  business	
                                                             administraCve	
  
  strategy	
  and	
  values	
                                                     factors	
  and	
  logisCcs	
  

    Understand	
  the	
                                                             Create	
  a	
  posiCve	
  
 ‘hidden’	
  elements	
  of	
                                                        impression	
  and	
  
 the	
  company	
  culture	
                                                      facilitate	
  producCvity	
  
                                  THE	
  BUSINESS	
     THE	
  BARRIERS	
  	
  
BUILD	
     •  Senior	
  hires	
  need	
  to	
  quickly	
  build	
  criCcal	
  relaConships	
  and	
  understand	
  the	
  
                     influenCal	
  networks	
  to	
  get	
  things	
  done.	
  
                  •  With	
  significant	
  responsibility	
  and	
  numerous	
  reports,	
  recruits	
  need	
  to	
  idenCfy	
  and	
  
                     meet	
  with	
  their	
  key	
  stakeholders	
  face-­‐to-­‐face	
  early	
  on.	
  
                  •  There	
  needs	
  to	
  be	
  an	
  awareness	
  and	
  empathy	
  for	
  what	
  it	
  feels	
  like	
  to	
  be	
  a	
  
RELATIONSHIPS	
      newcomer	
  within	
  the	
  organisaCon	
  to	
  facilitate	
  the	
  process.	
  
      BUILD	
   •  Important	
  for	
  senior	
  hires	
  to	
  be	
  producCve	
  quickly	
  considering	
  the	
  pace	
  of	
  many	
  
                   businesses.	
  
                •  The	
  key	
  challenge	
  for	
  this	
  group	
  is	
  those	
  moving	
  from	
  an	
  operaConal	
  role	
  to	
  a	
  
                   strategic	
  leadership	
  posiCon	
  for	
  the	
  first	
  Cme,	
  as	
  very	
  different	
  skills	
  are	
  needed.	
  
                •  Unless	
  the	
  expectaCons	
  of	
  the	
  wider	
  team	
  are	
  managed,	
  it	
  is	
  challenging	
  for	
  the	
  
PERFORMANCE	
      recruit	
  to	
  build	
  credibility.	
  
 UNDERSTAND	
            •  Senior	
  recruits	
  require	
  an	
  in-­‐depth	
  understanding	
  of	
  the	
  business	
  and	
  industry	
  as	
  well	
  
                            as	
  how	
  their	
  funcConal	
  area	
  feeds	
  in	
  to	
  the	
  wider	
  strategy	
  of	
  the	
  business.	
  
                         •  Generic	
  inducCon	
  or	
  e-­‐learning	
  modules	
  are	
  not	
  appropriate	
  for	
  senior	
  hires.	
  It	
  must	
  
                            be	
  at	
  a	
  deeper	
  level	
  and,	
  where	
  possible,	
  tailored	
  to	
  the	
  individual	
  role.	
  
                         •  Recruits	
  must	
  also	
  be	
  supported	
  in	
  navigaCng	
  the	
  ‘hidden’	
  elements	
  of	
  the	
  business	
  
 THE	
  BUSINESS	
          and	
  understanding	
  the	
  company	
  culture.	
  
 REMOVE	
  THE	
         •  This	
  includes	
  all	
  of	
  the	
  administraCve	
  factors	
  that	
  can	
  create	
  a	
  negaCve	
  impression	
  if	
  
                            not	
  executed	
  effecCvely	
  -­‐	
  laptop,	
  mobile	
  phone,	
  web	
  access	
  etc.	
  
                         •  The	
  expectaCons	
  of	
  this	
  group	
  are	
  much	
  higher	
  as	
  they	
  are	
  used	
  to	
  being	
  treated	
  
                            exclusively,	
  creaCng	
  a	
  posiCve	
  impression	
  is	
  therefore	
  vital.	
  
                         •  While	
  this	
  is	
  a	
  “hygiene	
  factor”	
  it	
  is	
  essenCal	
  that	
  there	
  is	
  accountability	
  to	
  ensure	
  
    BARRIERS	
  	
          effecCve	
  execuCon.	
  
Examples	
  of	
  “best	
  pracCce”	
  address	
  some	
  of	
  the	
  key	
  
problems	
  
        CAPITAL	
                     Customised	
  New	
  Leader	
  TransiCon	
  Guide	
  created	
  pre-­‐arrival	
  based	
  on	
  
         ONE	
                        interviews	
  with	
  key	
  stakeholders.	
  Highlights	
  key	
  business	
  challenges	
  
                                      as	
  well	
  cultural	
  and	
  poliCcal	
  dynamics.	
  


     AMERICAN	
  
                                      Annual	
  New	
  Leader	
  OrientaCon	
  Summit	
  a:ended	
  by	
  all	
  new	
  
      EXPRESS	
                       execuCve	
  hires,	
  the	
  CEO	
  and	
  the	
  CEO’s	
  direct	
  reports.	
  



         PHILIPS	
                   In	
  Touch	
  pre-­‐arrival	
  CD-­‐ROM	
  and	
  web	
  portal	
  –	
  contains	
  general	
  
                                     company	
  informaCon,	
  CEO	
  welcome	
  message,	
  customised	
  
                                     calendar,	
  feedback	
  surveys	
  and	
  local	
  informaCon.	
  


     CITIGROUP	
                      Internal	
  social	
  networking	
  with	
  37	
  employee	
  networks	
  (e.g.	
  
                                      Hispanic	
  network,	
  working	
  parents	
  group)	
  that	
  new	
  employees	
  are	
  
                                      exposed	
  to	
  on	
  their	
  first	
  day.	
  

Sources:	
  RecruiCng	
  Roundtable,	
  2003;	
  RecruiCng	
  Roundtable,	
  2005;	
  Johnson,	
  2006;	
  Derven,	
  2008.	
  	
  	
  
Literature	
  on	
  role	
  transiCons	
  points	
  to	
  four	
  disCnct	
  
Cme	
  phases	
  of	
  an	
  onboarding	
  programme	
  
                                          AnCcipaCon	
  and	
  moCvaCon	
  for	
  the	
  new	
  role	
  is	
  high.	
  There	
  is	
  
            Pre-­‐	
                      opportunity	
  to	
  leverage	
  this	
  enthusiasm	
  by	
  engaging	
  the	
  recruits.	
  
           arrival	
                      AdministraCve	
  factors	
  can	
  be	
  completed	
  at	
  this	
  Cme.	
  


                                          Recruits	
  will	
  lack	
  an	
  in-­‐depth	
  understanding	
  of	
  the	
  business	
  but	
  will	
  sCll	
  
             First	
  6	
                 have	
  high	
  levels	
  of	
  opCmism	
  and	
  confidence	
  in	
  their	
  own	
  abiliCes.	
  This	
  
             weeks	
                      period	
  has	
  also	
  been	
  termed	
  the	
  Honeymoon	
  phase.	
  

                                          Throughout	
  this	
  Cme	
  reality	
  sets	
  in	
  as	
  the	
  recruits	
  understand	
  more	
  
           First	
  6	
                   about	
  their	
  role	
  and	
  lose	
  confidence	
  in	
  their	
  own	
  abiliCes.	
  The	
  drop	
  of	
  
           months	
                       confidence	
  at	
  this	
  Cme	
  should	
  be	
  anCcipated	
  and	
  requires	
  careful	
  
                                          management.	
  

                                          Research	
  shows	
  that	
  the	
  Cme	
  taken	
  for	
  recruits	
  to	
  integrate	
  fully	
  can	
  be	
  
           First	
  18	
                  up	
  to	
  18	
  months.	
  This	
  period	
  begins	
  with	
  acceptance	
  of	
  the	
  need	
  to	
  
           months	
                       adopt	
  new	
  behaviours,	
  and	
  ends	
  with	
  the	
  integraCon	
  of	
  these	
  into	
  
                                          everyday	
  working	
  pracCces.	
  
Sources:	
  Balogun	
  and	
  Hope	
  Hailey,	
  2008;	
  RHR	
  InternaConal,	
  2007.	
  	
  	
  
Pre-­‐	
        First	
  6	
     First	
  6	
           First	
  18	
  
        arrival	
        weeks	
          months	
               months	
  



CREATING	
  A	
  BROAD	
  FRAMEWORK	
  OF	
  
      MINIMUM	
  STANDARDS	
  
      BUILD	
             BUILD	
          UNDERSTAND	
            REMOVE	
  THE	
  




 RELATIONSHIPS	
      PERFORMANCE	
        THE	
  BUSINESS	
         BARRIERS	
  	
  
Pre-­‐arrival	
                           First	
  6	
  weeks	
                   First	
  6	
  months	
                                                              First	
  18	
  months	
  
RELATIONSHIPS	
        Line	
  manager	
  contact	
  –	
          Key	
  meeCngs	
  –	
  build	
  on	
  
                        establish	
  relaConship,	
              360	
  QuesConnaire	
  report	
  
                           event	
  invitaCons	
  
                                                                                                            Second	
  ‘Grandfather’	
  
    BUILD	
  


                           360	
  QuesConnaire	
                 IdenCfy	
  Career	
  Mentor	
  by	
         meeCng	
  by	
  end	
  of	
  	
  
                           completed	
  by	
  key	
                          Week	
  3	
                         month	
  4	
  
                             stakeholders	
  	
  




                                                                                                                                                 SENIOR	
  LEADER	
  GLOBAL	
  INDUCTION	
  EVENT	
  
                        Select	
  and	
  assign	
  Peer	
            First	
  ‘Grandfather’	
  
                           Buddy	
  for	
  Day	
  1	
                meeCng	
  by	
  Week	
  2	
  
PERFROMANCE	
  




                                                                 Agree	
  Development	
  Plan	
  
                        Line	
  manager	
  to	
  dram	
                                                                                                                                                    1	
  year	
  AssimilaCon	
  
                                                                    with	
  line	
  manager	
  
    BUILD	
  




                        monthly	
  Development	
                                                                   6	
  month	
  
                                                                                                                                                                                                                    Review	
  
                           Plan:	
  transiCon	
                                                             AssimilaCon	
  Review	
  –	
  	
  
                                                                                                                                                                                                        Line	
  manager,	
  senior	
  HR	
  
                        objecCves,	
  milestones	
                IdenCfy	
  opportunity	
  for	
               Line	
  manager	
  
                                                                                                                                                                                                         and	
  global	
  Talent	
  reps	
  
                                and	
  metrics	
                    collecCve	
  quick	
  win	
  



                      Pre-­‐hire	
  video,	
  welcome	
  
THE	
  BUSINESS	
  
UNDERSTAND	
  




                        pack	
  and	
  content	
  for	
             Onboarding	
  intranet	
  
                                employee	
                           portal	
  –	
  e-­‐learning	
  
                                                                    modules	
  and	
  support	
  
                         Pre-­‐hire	
  video	
  and	
  
                      content	
  for	
  line	
  manager	
  
                                                                  Line	
  manager	
  inducCon	
  
                         Welcome	
  pack	
  of	
                  on	
  criCcal	
  business	
  and	
  
                      materials	
  for	
  the	
  recruit’s	
         compliance	
  issues	
  
                                  family	
  

                           Contractual	
  and	
  
REMOVE	
  THE	
  




                            administraCve	
  
 BARRIERS	
  




                       paperwork	
  completed	
  –	
  
                       minimising	
  anything	
  to	
            FuncConal	
  items	
  -­‐	
  laptop,	
  
                         complete	
  on	
  arrival	
             phone,	
  web	
  access	
  etc.	
  –	
  
                                                                  prepared	
  and	
  ready	
  on	
  
                       Where	
  possible	
  provide	
                       day	
  1	
  
                       email	
  address	
  2	
  weeks	
  
                          before	
  arrival	
  
BUILD	
  
                    RELATIONSHIPS	
  


                                             RECOMMENDATION	
                                                                                 REASON	
  
              •  Line	
  manager	
  (and	
  some	
  key	
  stakeholders)	
  to	
  communicate	
                  	
  
                   informally	
  with	
  recruit	
  in	
  the	
  pre-­‐arrival	
  period.	
  Invite	
            	
  
                   recruit	
  to	
  informal	
  events	
  as	
  appropriate	
                                    	
  
              	
                                                                                                 	
  
              •  Line	
  manager	
  to	
  map	
  networks	
  and	
  idenCfy	
  key	
                             Ensures	
  a	
  systemaCc	
  process	
  so	
  that	
  key	
  
                   stakeholders	
                                                                                stakeholders	
  are	
  idenCfied	
  and	
  meeCngs	
  
ARRIVAL	
  




                       •  360	
  QuesConnaire	
  (a	
  culture	
  and	
  business	
  survey)	
                   established.	
  The	
  quesConnaire	
  provides	
  context	
  
 PRE-­‐	
  




                          then	
  sent	
  out	
  to	
  these	
  individuals	
  –	
  SEE	
  APPENDICES	
          to	
  the	
  first	
  meeCngs	
  and	
  gives	
  the	
  recruits	
  a	
  
                       •  Recruit	
  receives	
  report	
  of	
  this	
  within	
  10	
  days	
  on	
  the	
     head	
  start	
  on	
  tackling	
  business	
  issues	
  	
  
                          role	
  to	
  give	
  context	
  to	
  early	
  meeCngs	
                              	
  
              	
                                                                                                 	
  
              •  Line	
  manager	
  to	
  adopt	
  a	
  clear	
  communicaCon	
  strategy	
  to	
                CommunicaCng	
  with	
  the	
  team	
  ensures	
  
                   manage	
  the	
  expectaCons	
  of	
  the	
  team	
  and	
  facilitate	
  the	
               resistance	
  is	
  minimised	
  and	
  encourages	
  
                   recruit’s	
  arrival	
  	
                                                                    assimilaCon	
  with	
  the	
  immediate	
  team	
  
BUILD	
  
                          RELATIONSHIPS	
  


                                                 RECOMMENDATION	
                                                                            REASON	
  
                     •  Peer	
  buddy	
  assigned	
  pre-­‐arrival,	
  establishes	
  contact	
  before	
      Having	
  the	
  Peer	
  Buddy	
  from	
  the	
  same	
  level	
  but	
  
                        day	
  one	
  –	
  SEE	
  APPENDICES	
                                                 a	
  different	
  funcConal	
  area	
  ensures	
  they	
  are	
  not	
  
                              •  Acts	
  as	
  a	
  “go-­‐to”	
  person,	
  providing	
  advice	
  and	
       considered	
  direct	
  role	
  models	
  and	
  will	
  
                                   support	
  to	
  ensure	
  new	
  starters	
  acclimate	
  properly	
       therefore	
  be	
  appropriate	
  for	
  all	
  recruits	
  to	
  
FIRST	
  6	
  	
  
WEEKS	
  




                              •  Should	
  be	
  from	
  the	
  same	
  level	
  but	
  a	
  different	
        resolve	
  administraCve	
  issues	
  and	
  expand	
  their	
  
                                   funcConal	
  area	
  if	
  possible	
                                       network	
  
                              •  Meets	
  every	
  fortnight	
  (then	
  monthly	
  amer	
  3	
  months)	
     	
  
                              	
                                                                               	
  
                     •  ‘Grandfather’	
  (boss	
  of	
  the	
  line	
  manager)	
  meeCng	
  within	
          This	
  demonstrates	
  senior	
  buy-­‐in	
  for	
  the	
  recruit	
  
                        first	
  two	
  weeks	
  -­‐	
  informal	
  meet-­‐and-­‐greet	
  session	
             and	
  makes	
  them	
  feel	
  valued	
  early	
  on	
  
                     •  Follow-­‐up	
  ‘grandfather’	
  meeCng	
  amer	
  four	
  months	
  
MONTHS	
  
FIRST	
  6	
  




                            •  Discuss	
  transiCon	
  and	
  development	
  plans	
  going	
  
                               forward	
  
BUILD	
  
                          PERFORMANCE	
  

                                                   RECOMMENDATION	
                                                                               REASON	
  
                     •  Agree	
  goals	
  and	
  development	
  plan	
  with	
  line	
  manager	
  in	
  the	
     Such	
  a	
  plan	
  is	
  the	
  minimum	
  standard,	
  but	
  the	
  
                        first	
  6	
  weeks	
                                                                       level	
  of	
  direcCon	
  will	
  depend	
  on	
  the	
  profile	
  of	
  
                             •  Schedule	
  Cmetabled	
  feedback	
  every	
  three	
  months	
                    the	
  recruit	
  
                             •  Focus	
  on	
  building	
  transiCon	
  capabiliCes	
  first	
  then	
  on	
        	
  
FIRST	
  6	
  	
  




                                     posiCon	
  capabiliCes	
                                                      	
  
WEEKS	
  




                             	
                                                                                    	
  
                     •  Establish	
  opportunity	
  for	
  a	
  collecCve	
  quick	
  win	
  to	
  build	
         CollecCve	
  quick	
  wins	
  are	
  important	
  for	
  all	
  
                        credibility	
                                                                              profiles	
  of	
  recruits	
  –	
  they	
  provide	
  value	
  for	
  the	
  
                             •  This	
  opportunity	
  should	
  be	
  idenCfied	
  collecCvely	
  by	
             business	
  and	
  be	
  an	
  opportunity	
  for	
  the	
  team	
  to	
  
                                     the	
  line	
  manager	
  and	
  recruit	
                                    be	
  engaged	
  in	
  a	
  shared	
  result	
  and	
  build	
  
                                                                                                                   stronger	
  working	
  relaConships	
  	
  
                     •  3	
  and	
  6	
  month	
  AssimilaCon	
  Reviews	
                                         This	
  process	
  will	
  allow	
  the	
  onboarding	
  process	
  
                               •  A:ended	
  by	
  line	
  manager	
  and	
  senior	
  HR	
                        to	
  be	
  evaluated	
  and	
  updated	
  accordingly.	
  It	
  will	
  
                                    representaCve	
                                                                also	
  demonstrate	
  engagement	
  and	
  care	
  for	
  the	
  
MONTHS	
  
FIRST	
  6	
  	
  




                               •  Two-­‐way	
  feedback	
  to	
  review	
  the	
  onboarding	
  process	
          recruit	
  
                                    and	
  the	
  assimilaCon	
  of	
  the	
  recruit	
                            	
  
                               	
                                                                                  	
  
                     •  Use	
  of	
  external	
  coach	
  amer	
  first	
  few	
  months	
  if	
  specific	
         External	
  coach	
  to	
  be	
  offered	
  based	
  on	
  the	
  
                        challenges	
  emerge	
                                                                     outcomes	
  of	
  the	
  AssimilaCon	
  Reviews	
  
                     •  ConCnued	
  line	
  manager	
  meeCngs	
  incorporaCng	
  feedback	
                       This	
  is	
  to	
  ensure	
  the	
  line	
  managers	
  remain	
  
MONTHS	
  
FIRST	
  18	
  




                        and	
  offering	
  support	
  as	
  required	
                                              conscious	
  that	
  the	
  personal	
  transiCon	
  of	
  the	
  
                     •  Final	
  AssimilaCon	
  Review	
  at	
  12	
  months	
                                     recruits	
  can	
  last	
  up	
  to	
  18	
  months.	
  They	
  must	
  
                                                                                                                   conCnue	
  to	
  engage	
  them	
  and	
  address	
  issues	
  
                                                                                                                   promptly	
  
UNDERSTAND	
  
                          THE	
  BUSINESS	
  

                                                   RECOMMENDATION	
                                                                             REASON	
  
                     •  e-­‐learning	
  content	
  for	
  new	
  employees:	
                                      The	
  focus	
  for	
  these	
  pre-­‐joining	
  materials	
  is	
  
                              •  Strategy	
  and	
  values	
  (confidenCality	
  permipng)	
                        symbolic	
  management.	
  Recruits	
  should	
  come	
  to	
  
                              •  CEO	
  video	
  message	
                                                         learn	
  about	
  the	
  broader	
  business	
  through	
  
                              •  Advice	
  from	
  other	
  new	
  recruits	
  (video	
  messages)	
  on	
         engaging	
  stories	
  and	
  videos	
  that	
  create	
  
                                   managing	
  the	
  transiCon	
  effecCvely	
                                     inspiraCon	
  around	
  the	
  vision	
  and	
  mission	
  
                              	
                                                                                   	
  
ARRIVAL	
  




                     •  Materials	
  for	
  the	
  line	
  manager:	
                                              The	
  line	
  manager	
  materials	
  are	
  developed	
  to	
  
 PRE-­‐	
  




                              •  Advice	
  from	
  recent	
  new	
  hires	
  (video	
  messages)	
  	
             raise	
  their	
  awareness	
  of	
  the	
  transiCon	
  issues	
  
                              •  Checklist	
  of	
  acCviCes	
  required	
                                         for	
  new	
  recruits,	
  therefore	
  easing	
  the	
  process	
  
                                                                                                                   and	
  encourage	
  assimilaCon	
  
                           	
                                                                                      	
  
                     •  Welcome	
  pack	
  from	
  the	
  company	
  sent	
  out	
  pre-­‐arrival	
  
                        containing	
  materials	
  designed	
  to	
  engage	
  the	
  recruit’s	
  	
  
                        family	
  
                     •  Post	
  arrival	
  meeCng	
  conducted	
  by	
  the	
  line	
  manager	
  to	
             Senior	
  recruits	
  do	
  not	
  have	
  the	
  Cme	
  to	
  
FIRST	
  6	
  	
  
WEEKS	
  




                        introduce	
  criCcal	
  informaCon	
  on	
  policies	
  and	
  processes	
                 undertake	
  	
  training	
  modules	
  on	
  policies.	
  They	
  
                            •  Complemented	
  by	
  appropriate	
  e-­‐learning	
  materials	
  if	
              must	
  be	
  engaged	
  with	
  the	
  vital	
  processes	
  and	
  
                                 necessary	
                                                                       policies	
  in	
  person	
  by	
  the	
  line	
  manager	
  

                     •  Global	
  inducCon	
  event	
  for	
  all	
  senior	
  hires	
  held	
  twice	
  per	
     This	
  event	
  should	
  moCvate	
  and	
  engage	
  the	
  
MONTHS	
  




                        year	
  and	
  	
                                                                          recruits	
  by	
  demonstraCng	
  senior	
  buy-­‐in	
  and	
  
FIRST	
  6	
  	
  




                            •  Deeper	
  strategic	
  discussions	
  facilitated	
  by	
  members	
                encouraging	
  their	
  insights	
  on	
  the	
  company	
  
                                 of	
  the	
  board	
                                                              strategy	
  
                            •  Networking	
  opportuniCes	
  
REMOVE	
  THE	
  
                           BARRIERS	
  	
  


                                                     RECOMMENDATION	
                                                                                    REASON	
  
                     •  Complete	
  as	
  much	
  contractual	
  and	
  administraCve	
                                   Minimise	
  the	
  number	
  of	
  administraCve	
  tasks	
  
                        paperwork	
  as	
  possible	
  before	
  arrival	
                                                for	
  the	
  new	
  recruits	
  on	
  arrival	
  to	
  support	
  quick	
  
ARRIVAL	
  




                           •  UClise	
  technology	
  and	
  e-­‐signatures	
                                             producCvity	
  
 PRE-­‐	
  




                           	
                                                                                             	
  
                     •  Where	
  possible,	
  provide	
  access	
  to	
  email	
  address	
  and	
                        Involve	
  the	
  recruits	
  in	
  criCcal	
  communicaCon	
  
                        contacts	
                                                                                        and	
  allow	
  them	
  to	
  send	
  welcome	
  emails	
  to	
  
                                                                                                                          build	
  relaConships	
  early	
  
                     •  Ensure	
  all	
  funcConal	
  items	
  -­‐	
  laptop,	
  phone,	
  building	
  access,	
          Senior	
  recruits	
  need	
  to	
  be	
  treated	
  exclusively	
  
                        web	
  access	
  etc.	
  –	
  prepared	
  and	
  ready	
  to	
  give	
  to	
  recruit	
  on	
     and	
  be	
  given	
  a	
  posiCve	
  impression	
  of	
  the	
  
FIRST	
  6	
  	
  




                        day	
  1	
                                                                                        organisaCon	
  
WEEKS	
  




                              •  Ensure	
  clear	
  accountability	
  for	
  this	
  process	
  
                              •  Ensure	
  clear	
  communicaCon	
  between	
  Line	
  Manager,	
  
                                     HR,	
  IT	
  and	
  other	
  service	
  providers	
  to	
  ensure	
  
                                     transparency	
  
INDIVIDUALISING	
  THE	
  PROGRAMME	
  
    Three	
  criCcal	
  quesCons	
  for	
  the	
  organisaCon	
  to	
  
    answer:	
  
    1.  To	
  what	
  extent	
  do	
  you	
  want	
  to	
  encourage	
  
        innovaCon	
  from	
  the	
  new	
  recruit?	
  
    2.  How	
  much	
  relevant	
  experience	
  does	
  the	
  
        recruit	
  bring?	
  
    3.  What	
  are	
  the	
  recruit’s	
  key	
  moCvators?	
  
An	
  onboarding	
  programme	
  can	
  be	
  designed	
  to	
  
encourage	
  innovaCon	
  from	
  new	
  recruits	
  
        If	
  you	
  require…	
  
        No	
  innovaAon	
                                Content	
  innovaAon	
                                   Role	
  innovaAon	
  
        “business	
  as	
  usual”	
                      New	
  knowledge	
  and	
  ideas	
                       Moulding	
  the	
  role	
  itself	
  

        Then	
  the	
  programme	
  should	
  involve…	
  
        Grouping	
  newcomers	
  and	
                   Grouping	
  newcomers	
  and	
                           TreaCng	
  each	
  newcomer	
  
        exposing	
  them	
  to	
  a	
  clear	
           expose	
  them	
  to	
  common	
                         individually	
  and	
  exposing	
  them	
  
        orientaCon	
  programme	
                        experiences	
                                            to	
  more	
  or	
  less	
  unique	
  
                                                                                                                  experiences	
  
        No	
  Cmetable	
  for	
  assumpCon	
              Timetable	
  for	
  assumpCon	
  of	
                   Not	
  disCnguishing	
  a	
  newcomer	
  
        of	
  the	
  role	
  –	
  anxiety	
  moCvates	
   the	
  role	
  allowing	
  the	
                        from	
  more	
  experienced	
  
        conformity	
                                      newcomer	
  to	
  prepare	
                             members,	
  learn	
  “on-­‐the-­‐job”	
  
        A	
  senior	
  role	
  model	
  to	
             No	
  use	
  of	
  a	
  role	
  model	
  in	
  the	
     No	
  use	
  of	
  a	
  role	
  model	
  in	
  the	
  
        socialise	
  the	
  newcomer	
                   process	
                                                process	
  

        The	
  denial	
  and	
  stripping	
  away	
      SegregaCng	
  a	
  newcomer	
  from	
                    AffirmaCon	
  of	
  a	
  newcomer’s	
  
        of	
  newcomer’s	
  sense	
  of	
  self	
        regular	
  organisaCon	
  members	
                      idenCty	
  and	
  a:ributes	
  



Source:	
  Van	
  Maanen	
  and	
  Schein,	
  1979	
  
NO	
  INNOVATION	
  REQUIRED:	
                               CONTENT	
  INNOVATION	
  REQUIRED:	
                                   ROLE	
  INNOVATION	
  REQUIRED:	
  
                                                     “BUSINESS	
  AS	
  USUAL”	
                                NEW	
  PRACTICES	
  AND	
  KNOWLEDGE	
                                   SHAPING	
  THE	
  ROLE	
  ITSELF	
  
                                            •  SocialisaCon	
  should	
  have	
  a	
             •  Incorporate	
  training	
  as	
  a	
  formal	
                                  •  There	
  should	
  be	
  regular	
  informal,	
  
BROAD	
  DESIGN	
  CONSIDERATIONS	
  


                                               custodial	
  response	
                              group	
  (where	
  possible)	
  to	
  share	
                                      individual	
  recogniCon	
  by	
  more	
  
                                            •  Onboarding	
  should	
  involve	
  a	
               new	
  ideas	
  and	
  technologies	
  to	
                                        senior	
  leaders	
  in	
  the	
  organisaCon	
  
                                               definite	
  series	
  of	
  sequenCal	
  steps	
      demonstrate	
  the	
  value	
  of	
                                                to	
  ensure	
  the	
  recruit	
  feels	
  valued	
  
                                               (without	
  a	
  strict	
  Cmetable	
  from	
        innovaCon	
                                                                     •  No	
  sequenCal	
  stages	
  or	
  Cmetable	
  
                                               each	
  stage	
  –	
  ambiguity	
                 •  Make	
  the	
  Cmetable	
  for	
                                                   for	
  assumpCon	
  of	
  responsibiliCes	
  
                                               encourages	
  conformity)	
                          assumpCon	
  of	
  responsibiliCes	
                                            •  Deliberate	
  encouragement	
  of	
  
                                            •  Ensure	
  appropriate	
  behaviours	
                explicit	
  in	
  pre-­‐communicaCon	
                                             innovaCon	
  
                                               and	
  norms	
  are	
  role	
  modelled	
         •  A	
  role	
  model	
  must	
  be	
  an	
                                        •  Limited	
  use	
  of	
  normaCve	
  controls	
  
                                            •  Design	
  processes	
  to	
  redefine	
  the	
        innovaCve	
  individual	
  if	
  used	
  at	
  all	
                               –	
  socialisaCon	
  should	
  be	
  a	
  
                                               recruit’s	
  idenCty	
  around	
  the	
  new	
                                                                                          ‘benign	
  process’	
  	
  
                                               role	
                                                                                                                               •  Onboarding	
  should	
  be	
  reacCve	
  –	
  
                                                                                                                                                                                       responding	
  to	
  the	
  needs	
  of	
  the	
  
                                                                                                                                                                                       recruit	
  as	
  they	
  emerge	
  
                                            •  Line	
  manager	
  to	
  dram	
  a	
  tailored	
                 •  Line	
  manager	
  to	
  dram	
  a	
  tailored	
                 •  No	
  specific	
  plan	
  
SPECIFIC	
  TOOLS	
  AND	
  PROCESSES	
  




                                               30-­‐,	
  60-­‐,	
  90-­‐	
  day	
  plan	
  for	
  recruit	
        30-­‐,	
  60-­‐,	
  90-­‐	
  day	
  plan	
  for	
  recruit	
     •  Line	
  manager	
  to	
  keep	
  informal	
  
                                               with	
  clear	
  goals	
  and	
  metrics	
  –	
                     with	
  broader	
  goals	
  and	
                                   communicaCon	
  with	
  recruit	
  in	
  
                                               responsibiliCes	
  introduced	
  in	
                               responsibiliCes	
  introduced	
  in	
                               the	
  pre-­‐arrival	
  Cme	
  and	
  address	
  
                                               stages	
                                                            stages	
                                                            any	
  needs	
  on	
  an	
  ad	
  hoc	
  basis	
  
                                            •  Career	
  Mentor	
  available	
  amer	
                          •  Monthly	
  group	
  innovaCon	
                                  •  Where	
  possible,	
  develop	
  
                                               week	
  1	
  –	
  SEE	
  APPENDICES	
                               sessions	
  (with	
  recruits	
  from	
                             opportuniCes	
  for	
  cross-­‐funcConal	
  
                                            •  Strong	
  normaCve	
  controls	
  –	
  as	
                         junior	
  levels	
  if	
  smaller	
  numbers)	
                     projects	
  -­‐	
  on-­‐the-­‐job	
  learning	
  
                                               well	
  as	
  the	
  standard	
  materials,	
                       –	
  branded	
  as	
  ‘Think	
  Tanks’	
                            that	
  will	
  enhance	
  their	
  
                                               make	
  sure	
  to	
  emphasise	
  the	
  use	
                  •  Careful	
  selecCon	
  of	
  Career	
                               understanding	
  of	
  the	
  business	
  
                                               of	
  acronyms	
  and	
  jargon	
  early	
  on	
                    Mentor	
  –	
  must	
  be	
  an	
  innovaCve	
  
                                                                                                                   individual	
  or	
  not	
  used	
  at	
  all	
  
The	
  onboarding	
  approach	
  should	
  also	
  be	
  tailored	
  to	
  the	
  
amount	
  of	
  ‘relevant	
  experience’	
  the	
  recruits	
  have	
  

       At	
  senior	
  levels,	
  with	
  significant	
                                   But	
  what	
  consCtutes	
  relevant	
  
    length	
  of	
  experience,	
  recruits	
  tend	
  to	
                              experience?	
  
       be	
  either	
  converts	
  or	
  veterans…	
                                          •  Leadership?	
  
                                                                                              •  Strategic	
  thinking?	
  
   HIGH	
                                                                                     •  Technical	
  experience?	
  
                                                                                              •  Change	
  management	
  
       LENGTH	
  OF	
  EXPERIENCE	
  




                                        CONVERT	
             VETERAN	
                           skills?	
  
                                                                                                                	
  
                                                                                                                	
  
                                                                                              The	
  definiCon	
  should	
  be	
  
                                        NEOPHYTE	
             INITIATE	
                  determined	
  by	
  the	
  specific	
  
                                                                                                 organisaCon	
  and	
  role	
  
    LOW	
                                RELEVANCE	
  OF	
  EXPERIENCE	
      HIGH	
  

Source:	
  Reichers,	
  Wanous	
  and	
  Steele,	
  1994	
  
Onboarding	
  design	
  for	
  converts	
  and	
  veterans	
  
                                                         CONVERT	
  (LOW	
  RELEVANT	
  EXPERIENCE)	
                                              VETERAN	
  (HIGH	
  RELEVANT	
  EXPERIENCE)	
  
                                                The	
  broader	
  point	
  has	
  been	
  made	
  that	
  this	
  should	
  be	
  a	
  consideraIon	
  in	
  selecIon.	
  Relevant	
  experience	
  in	
  
      BROAD	
  DESIGN	
  CONSIDERATIONS	
  




                                              addressing	
  strategic	
  challenges,	
  building	
  networks	
  and	
  change	
  management,	
  should	
  be	
  preferable	
  criteria	
  for	
  
                                                                                                             selecIng	
  a	
  candidate	
  
                                              •  Provide	
  a	
  RealisCc	
  Job	
  Preview	
  at	
  the	
  interview	
                  •  Less	
  necessary	
  to	
  reduce	
  ambiguity	
  and	
  use	
  
                                                 stage	
  to	
  reduce	
  the	
  ambiguity	
  of	
  the	
  transiCon	
                      normaCve	
  controls.	
  
                                              •  Purposeful	
  use	
  of	
  normaCve	
  controls	
  –	
  while	
                         •  Line	
  manager	
  focus	
  in	
  pre-­‐communicaCon	
  should	
  
                                                 materials	
  that	
  engage	
  recruits	
  with	
  the	
  business	
  are	
                instead	
  be	
  on	
  understanding	
  the	
  recruit’s	
  intended	
  
                                                 a	
  general	
  recommendaCon,	
  line	
  managers	
  should	
                             approach,	
  and	
  providing	
  the	
  necessary	
  tools	
  and	
  
                                                 also	
  be	
  consciously	
  using	
  engaging	
  stories	
  and	
                         informaCon	
  as	
  requested.	
  
                                                 symbols	
  in	
  their	
  pre-­‐communicaCon	
  
                                              •  Use	
  ‘upending	
  experiences’	
  to	
  deliberately	
  shake	
  
                                                 the	
  confidence	
  of	
  the	
  recruit	
  in	
  their	
  previous	
  
                                                 experience	
  
                                              •  Career	
  Mentor	
  available	
  from	
  week	
  1	
  -­‐	
  to	
  act	
  as	
  a	
     •  Career	
  Mentor	
  available	
  from	
  week	
  3	
  –	
  only	
  where	
  
                                                 role	
  model	
  providing	
  that	
  role	
  innovaCon	
  is	
  not	
                     role	
  innovaCon	
  is	
  not	
  required	
  
SPECIFC	
  TOOLS	
  AND	
  




                                                 required	
  (unlikely	
  for	
  a	
  convert)	
  –	
  SEE	
  APPENDICES	
                       •  Serves	
  as	
  a	
  career	
  advisor	
  and	
  internal	
  
    PROCESSES	
  




                                                        •  Serves	
  as	
  a	
  career	
  advisor	
  and	
  internal	
                                advocate	
  to	
  open	
  up	
  the	
  recruit’s	
  network	
  
                                                           advocate,	
  helps	
  reinforce	
  how	
  the	
  mentee's	
  
                                                           job	
  contribuCons	
  fit	
  into	
  the	
  bigger	
  picture	
  
                                                           and	
  purpose	
  of	
  the	
  firm	
  	
  
                                              •  Deliberately	
  design	
  an	
  ‘upending	
  experience’	
  within	
  
                                                 the	
  first	
  3	
  months	
  on	
  the	
  role	
  
Onboarding	
  programmes	
  should	
  also	
  account	
  for	
  the	
  
different	
  moCvaCons	
  of	
  the	
  recruits	
  
 •  This	
  will	
  affect	
  how	
  they	
  engage	
  with	
  their	
  roles,	
  and	
  what	
  the	
  
    ‘moment	
  of	
  integraCon’	
  is	
  for	
  these	
  individuals	
  
 •  A	
  focus	
  on	
  individual	
  or	
  collecCve	
  moCvaCon	
  is	
  the	
  best	
  
    determinant	
  of	
  a	
  personalised	
  onboarding	
  programme	
  
                                            INDIVIDUALLY	
  MOTIVATED	
                                                             COLLECTIVELY	
  MOTIVATED	
  
                       •  These	
  recruits	
  will	
  need	
  a	
  specific	
  individual	
  win	
            •  Ensure	
  these	
  recruits	
  have	
  the	
  opportunity	
  to	
  
CONSIDERATIONS	
  
 BROAD	
  DESIGN	
  




                          within	
  their	
  first	
  six	
  months	
  that	
  should	
  have	
  a	
              connect	
  with	
  the	
  business	
  at	
  a	
  “grass	
  roots”	
  level	
  
                          senior	
  audience	
                                                                •  Ensure	
  the	
  quick	
  win	
  is	
  collecCve	
  and	
  delivers	
  team	
  
                                                                                                                 results	
  
                                                                                                              •  Line	
  manager	
  pre-­‐communicaCon	
  should	
  stress	
  the	
  
                                                                                                                 importance	
  of	
  the	
  role	
  and	
  its	
  posiCon	
  within	
  the	
  
                                                                                                                 wider	
  business	
  and	
  mission	
  of	
  the	
  organisaCon	
  
                       •  Use	
  a	
  quarterly	
  leadership	
  forum,	
  or	
  event	
  a:ended	
           •  Design	
  a	
  specific	
  customer	
  interacCon	
  within	
  the	
  
AND	
  PROCESSES	
  
SPECIFC	
  TOOLS	
  




                          by	
  a	
  wider	
  senior	
  audience,	
  to	
  give	
  the	
  recruit	
  an	
          first	
  6	
  months	
  –	
  this	
  could	
  be	
  at	
  the	
  global	
  inducCon	
  
                          individual	
  presentaCon	
  to	
  perform	
  on	
  a	
  challenging	
                   event	
  (see	
  below)	
  
                          and	
  strategic	
  issue	
                                                         •  Line	
  manager	
  to	
  idenCfy	
  opportunity	
  for	
  a	
  collecCve	
  
                                                                                                                   quick	
  win	
  early	
  within	
  first	
  6	
  months	
  
                                                                                                              	
  
COMBINING	
  THE	
  BROAD	
  FRAMEWORK	
  
 WITH	
  AN	
  INDIVIDUAL	
  APPROACH	
  –	
  	
  
   TAILORING	
  THE	
  PROGAMME	
  
KEY	
  
                                  QUESTIONS…	
  

                                    RELEVANT	
  
                                  EXPERIENCE	
  –	
  	
  
                                Convert	
  or	
  Veteran?	
  
                               (Analysis	
  of	
  candidate	
  
PROFILE	
  OF	
  THE	
  	
  




                               profile	
  at	
  recruitment)	
  
   RECRUIT	
  




                                     PERSONAL	
  
                                                                                                                                                 …	
  Compile	
  a	
  final	
  
                                  MOTIVATION	
  –	
  	
  
                                                                   Select	
  specific	
  tools	
                                                  onboarding	
  plan	
  –	
  	
  
                                    Individual	
  or	
                                                   …	
  Add	
  these	
  to	
  the	
  
                                                                    and	
  processes	
  to	
                                                    Distribute	
  relevant	
  
                                     CollecAve?	
                                                       broader	
  framework	
  of	
  
                                                                    complement	
  the	
                                                       tasks	
  and	
  checklists	
  to	
  
                                (Discovered	
  through	
                                                minimum	
  standards…	
  
                                                                  profile	
  of	
  the	
  recruit…	
                                            the	
  line	
  manager	
  and	
  
                                focused	
  quesCon	
  at	
  
                                                                                                                                                 HR	
  representaCve	
  
                                      interview)	
  
REQUIREMENTS	
  OF	
  	
  




                                      LEVEL	
  OF	
  
   THE	
  ROLE	
  




                                   INNOVATION	
  –	
  	
  
                                 None,	
  Content	
  or	
  
                                  Role	
  InnovaIon?	
  
                                (Analysis	
  of	
  business	
  
                                      strategy)	
  
Key	
  conclusions	
  

 •  By	
  applying	
  this	
  process	
  it	
  is	
  possible	
  to	
  individualise	
  the	
  
    onboarding	
  experience	
  for	
  senior	
  hires.	
  
 •  This	
  will…	
  
      –  Improve	
  engagement	
  and	
  retenCon	
  by	
  addressing	
  individual	
  
         moCvaCons	
  and	
  needs	
  
      –  Promote	
  assimilaCon	
  by	
  matching	
  the	
  requirements	
  of	
  the	
  role	
  
         with	
  the	
  appropriate	
  onboarding	
  design	
  
      –  Reduce	
  Cme-­‐to-­‐producCvity	
  by	
  focusing	
  on	
  the	
  specific	
  skills	
  
         and	
  experience	
  that	
  each	
  recruit	
  brings	
  
 •  ComplemenCng	
  this	
  with	
  a	
  broad	
  framework	
  of	
  
    minimum	
  standards	
  will	
  also	
  ensure	
  accountability	
  for	
  
    the	
  programme,	
  even	
  in	
  large	
  global	
  organisaCons.	
  
APPENDICES	
  
Ø  360	
  QuesConnaire	
  
Ø  Peer	
  Buddy	
  role	
  overview	
  
Ø  Career	
  Mentor	
  role	
  overview	
  
360	
  QuesConnaire	
  
 ObjecAve	
  
 To	
  understand	
  the	
  views	
  of	
  key	
  stakeholders	
  on	
  the	
  things	
  the	
  new	
  leader	
  will	
  need	
  to	
  know	
  
 and	
  do	
  in	
  order	
  to	
  maximise	
  their	
  success.	
  	
  	
  
 	
   	
  
 The	
  main	
  focus	
  is	
  on	
  understanding	
  the	
  ‘culture	
  and	
  key	
  relaAonships’	
  to	
  support	
  their	
  
 integraCon	
  into	
  the	
  organisaCon.	
  	
  
 	
  
 Process	
  (ideally	
  automated)	
  	
  

                                                                                                       Complete	
  
                                                                                                       responses	
  
         Line	
  manager	
  draws	
                                                                    automaCcally	
  
                                                        360	
  QuesConnaires	
  
         up	
  list	
  of	
  key	
                                                                     generate	
  an	
  
                                                        automaCcally	
  
         stakeholders	
  for	
  the	
                                                                  individual	
  report	
  –	
  
                                                        distributed	
  to	
  these	
  
         recruit	
  pre-­‐arrival	
  
         via	
  email	
                                 stakeholders      	
                           distributed	
  to	
  the	
  
                                                                                                       recruits	
  within	
  the	
  
                                                                                                       first	
  10	
  days	
  on	
  the	
  
                                                                                                       role   	
  
SECTION	
  2:	
  THE	
  WORKPLACE	
  /	
  
    SECTION	
  1:	
  THE	
  CONTEXT	
                                                                     SECTION	
  3:	
  FINAL	
  MESSAGES	
  
                                                       LOCAL	
  ENVIRONMENT	
  

•  What	
  do	
  you	
  think	
  are	
  the	
       •  What	
  are	
  the	
  most	
                      •  What	
  are	
  the	
  most	
  
   main	
  things	
  that	
  are	
                     important	
  things	
  the	
  new	
                  important	
  things	
  the	
  new	
  
   important	
  for	
  a	
  new	
  leader	
            leader	
  needs	
  to	
  know	
  about	
             leader	
  needs	
  to	
  be	
  aware	
  of	
  
   to	
  know	
  about	
  the	
                        the	
  parCcular	
  way	
  in	
  which	
             to	
  help	
  him/her	
  be	
  
   organisaCon’s	
  culture?	
  	
                     things	
  are	
  done	
  in	
  this	
  part	
        successful	
  in	
  the	
  
•  What	
  overall	
  are	
  the	
  ‘big	
             of	
  the	
  business	
  (i.e.	
  the	
              organisaCon?	
  
   issues’	
  that	
  the	
  new	
  leader	
           local	
  culture)?	
                              •  What	
  would	
  you	
  
   really	
  needs	
  to	
  be	
  aware	
  of	
     •  Who	
  are	
  the	
  key	
  players	
  at	
          recommend	
  a	
  new	
  starter	
  
   for	
  this	
  parCcular	
  business	
              the	
  top?	
  Who	
  are	
  the	
  main	
           to	
  do	
  in	
  the	
  first	
  90	
  days?	
  
   to	
  be	
  successful?	
  	
                       stakeholders	
  to	
  influence?	
                 •  Who	
  are	
  the	
  priority	
  10	
  
                                                    •  What	
  if	
  any,	
  employee	
                     people	
  for	
  the	
  new	
  hire	
  to	
  
                                                       related	
  issues	
  do	
  they	
  need	
            meet	
  in	
  their	
  first	
  30	
  days?	
  
                                                       to	
  be	
  aware	
  of?	
                        •  For	
  people	
  who	
  joined	
  the	
  
                                                    •  What	
  key	
  issues	
  /	
                         organisaCon	
  less	
  than	
  2	
  
                                                       challenges	
  are	
  there	
  in	
                   years	
  ago:	
  What	
  do	
  you	
  
                                                       delivering	
  the	
  current	
                       really	
  have	
  wished	
  you	
  had	
  
                                                       business	
  plans?	
                                 known	
  before	
  you	
  joined	
  
                                                    •  What	
  was	
  the	
  best	
  thing	
                that	
  would	
  have	
  helped	
  
                                                       that	
  happened	
  in	
  the	
                      your	
  integraCon	
  into	
  the	
  
                                                       business	
  here	
  last	
  year?	
  	
  	
          company?	
  
Peer	
  Buddy	
  
 Process	
  	
  
 A	
  Buddy	
  will	
  be	
  assigned	
  to	
  the	
  recruits	
  prior	
  to	
  the	
  start-­‐date.	
  	
  
 Criteria	
  for	
  selecAng	
  Peer	
  Buddy	
  	
  
       	
  
 The	
  Buddy	
  should	
  be	
  of	
  a	
  similar	
  level	
  to	
  the	
  new	
  starter,	
  and	
  should	
  have	
  good	
  knowledge	
  of	
  the	
  job	
  
 and	
  funcConal	
  area	
  that	
  the	
  recruit	
  will	
  be	
  joining.	
  
 Role	
  
 Provide	
   regular	
   and	
   frequent	
   guidance,	
   advice	
   and	
   support	
   to	
   ensure	
   new	
   starters	
   acclimate	
   properly,	
  
 avoid	
  missteps,	
  and	
  build	
  strong	
  advocates	
  within	
  the	
  business.	
  	
  
 AccountabiliAes	
  
 •  Establish	
  contact	
  with	
  the	
  individual	
  prior	
  to	
  start	
  date	
  
 •  Outline	
  prevailing	
  norms	
  and	
  unwri:en	
  rules	
  that	
  govern	
  the	
  way	
  the	
  organisaCon	
  operates	
  
 •  Provide	
  advice	
  and	
  guidance	
  on	
  how	
  things	
  get	
  done,	
  key	
  stakeholders,	
  decision	
  makers	
  within	
  the	
  
    recruit’s	
  domain	
  
 •  Contact	
  or	
  meet	
  the	
  individual	
  regularly.	
  IniCally	
  every	
  2	
  weeks,	
  transiConing	
  to	
  monthly,	
  and	
  finally	
  
    unCl	
  the	
  point	
  where	
  relaConship	
  needs	
  no	
  further	
  intervenCons.	
  In	
  most	
  cases	
  this	
  will	
  occur	
  by	
  six	
  
    months.	
  	
  
 •  ProacCvely	
   find	
   ways	
   to	
   establish	
   new	
   people	
   introducCons	
   and	
   drive	
   the	
   building	
   of	
   new	
  
    relaConships	
  
Career	
  Mentor	
  
 Process	
  	
  
 The	
  process	
  of	
  assigning	
  a	
  Mentor	
  will	
  begin	
  amer	
  3	
  weeks	
  on	
  the	
  role.	
  
 Criteria	
  for	
  selecAng	
  Career	
  Mentor	
  
       	
  
 The	
  Mentor	
  should	
  be	
  in	
  a	
  more	
  senior	
  role	
  than	
  the	
  recruit	
  and	
  should	
  have	
  significant	
  length	
  of	
  tenure	
  
 with	
  the	
  organisaCon.	
  Mentor	
  selecCon	
  should	
  be	
  based	
  on	
  discussions	
  between	
  the	
  line	
  manager	
  and	
  
 the	
  recruit,	
  and	
  the	
  idenCficaCon	
  of	
  specific	
  challenges	
  relaCng	
  to	
  the	
  role	
  and	
  personal	
  development.	
  
 Role	
  
 Serve	
   as	
   a	
   career	
   advisor	
   and	
   internal	
   advocate,	
   help	
   reinforce	
   how	
   the	
   mentee's	
   job	
   contribuCons	
   fit	
  
 into	
  the	
  bigger	
  picture	
  and	
  purpose	
  of	
  the	
  firm	
  	
  
 AccountabiliAes	
  
 •  Establish	
  quarterly	
  meeCng	
  schedule	
  in	
  the	
  recruit’s	
  first	
  year	
  (semi-­‐annually	
  thereamer)	
  
 •  Provide	
  advice	
  and	
  guidance	
  to	
  help	
  recruits	
  understand	
  their	
  current	
  role,	
  its	
  impact	
  and	
  where	
  it	
  
    can	
  take	
  them	
  next	
  in	
  a	
  company.	
  	
  
 •  ProacCvely	
  find	
  ways	
  to	
  establish	
  criCcal	
  introducCons,	
  act	
  as	
  an	
  advocate	
  for	
  the	
  recruit	
  and	
  drive	
  
    career	
  progression.	
  
References	
  
 Balogun,	
  J.	
  and	
  Hope	
  Hailey,	
  V.,	
  2008.	
  Exploring	
  strategic	
  change.	
  3rd	
  ed.	
  Harlow:	
  Pearson	
  
 EducaCon	
  Limited.	
  
 	
  
 Derven,	
  M.,	
  2008.	
  Management	
  onboarding.	
  T+D,	
  62(4),	
  pp.48-­‐52.	
  
 	
  
 Johnson,	
  L.K.,	
  2006.	
  Rapid	
  onboarding	
  at	
  Capital	
  One.	
  Harvard	
  Management	
  Update,	
  11(9),	
  pp.3-­‐4.	
  
 	
  
 RecruiCng	
  Roundtable,	
  2003.	
  Maximising	
  returns	
  on	
  recruiCng	
  investments:	
  A	
  quanCtaCve	
  analysis	
  
 of	
  the	
  drivers	
  of	
  new	
  hire	
  performance.	
  Washington:	
  Corporate	
  ExecuCve	
  Board.	
  
 	
  	
  
 RecruiCng	
  Roundtable,	
  2005.	
  Achieving	
  operaConal	
  excellence	
  in	
  onboarding.	
  Washington:	
  
 Corporate	
  ExecuCve	
  Board.	
  
 	
  
 Reichers,	
  A.E.,	
  Wanous,	
  J.P.	
  and	
  Steele,	
  K.,	
  1994.	
  Design	
  and	
  implementaCon	
  issues	
  in	
  socialising	
  
 (and	
  resocialising)	
  employees.	
  Human	
  Resource	
  Planning,	
  17(1),	
  pp.17-­‐25.	
  
 	
  
 RHR	
  InternaConal,	
  2007.	
  ExecuCve	
  integraCon:	
  Beyond	
  the	
  first	
  90	
  day.	
  Wood	
  Dale,	
  IL:	
  RHR	
  
 InternaConal.	
  
 	
  
 Van	
  Maanen,	
  J.	
  and	
  Schein,	
  E.H.,	
  1979.	
  Toward	
  a	
  theory	
  of	
  organizaConal	
  socializaCon.	
  In	
  B.M.	
  
 Staw,	
  ed.,	
  1979.	
  Research	
  in	
  organizaConal	
  behavior.	
  Greenwich,	
  CT:	
  JAI,	
  Vol.1,	
  pp.209-­‐264.	
  
 	
  

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Insights On Executive Onboarding Max Evans

  • 1. EXECUTIVE  ONBOARDING   Insights  on  designing  an  onboarding   programme  for  senior  recruits   Max  Evans   maxevans@me.com   h:p://uk.linkedin.com/in/maxevans1   This  project  demonstrates  the  outcomes  of  my  MBA  thesis  for  Cass  Business   School,  London.  The  research  involved  30  intensive  interviews  with  senior   managers  from  a  major  global  organisaCon  with  more  than  150,000  employees,   an  extensive  review  of  best  pracCce,  and  an  analysis  of  role  transiCon,   idenCficaCon  and  socialisaCon  literature.  
  • 2. ExecuCve  summary   •  Senior  roles  in  large  companies  have  differing  demands  and  the   recruits  themselves  bring  unique  experiences  and  individual   moCvaCons.   •  Therefore,  even  with  considerable  investment  in  a  new  onboarding   programme,  companies  can  fail  to  engage  new  senior  hires.   •  Rather  than  creaCng  an  overly-­‐prescribed  programme,  companies   should  establish  a  broad  framework  of  minimum  standards  with   clear  accountability  for  their  delivery.   •  Companies  should  then  tailor  the  onboarding  experience  for  each   recruit  by  answering  three  criCcal  quesCons:   1.  To  what  extent  do  you  want  to  encourage  innovaCon   from  the  new  recruit?   2.  How  much  relevant  experience  does  the  recruit  bring?   3.  What  are  the  recruit’s  key  moCvators?  
  • 3. There  are  four  key  objecCves  for  a  senior  onboarding   programme   Build  formal   BUILD   BUILD   Build  capability  to   networks  with   ensure  reduce  Cme-­‐ criCcal  stakeholders   to-­‐producCvity   Establish  informal   Establish  credibility   networks  to  navigate   with  the  wider  team   internal  poliCcs   RELATIONSHIPS   PERFORMANCE   Understand  the   UNDERSTAND   REMOVE   Execute   wider  business   administraCve   strategy  and  values   factors  and  logisCcs   Understand  the   Create  a  posiCve   ‘hidden’  elements  of   impression  and   the  company  culture   facilitate  producCvity   THE  BUSINESS   THE  BARRIERS    
  • 4. BUILD   •  Senior  hires  need  to  quickly  build  criCcal  relaConships  and  understand  the   influenCal  networks  to  get  things  done.   •  With  significant  responsibility  and  numerous  reports,  recruits  need  to  idenCfy  and   meet  with  their  key  stakeholders  face-­‐to-­‐face  early  on.   •  There  needs  to  be  an  awareness  and  empathy  for  what  it  feels  like  to  be  a   RELATIONSHIPS   newcomer  within  the  organisaCon  to  facilitate  the  process.   BUILD   •  Important  for  senior  hires  to  be  producCve  quickly  considering  the  pace  of  many   businesses.   •  The  key  challenge  for  this  group  is  those  moving  from  an  operaConal  role  to  a   strategic  leadership  posiCon  for  the  first  Cme,  as  very  different  skills  are  needed.   •  Unless  the  expectaCons  of  the  wider  team  are  managed,  it  is  challenging  for  the   PERFORMANCE   recruit  to  build  credibility.   UNDERSTAND   •  Senior  recruits  require  an  in-­‐depth  understanding  of  the  business  and  industry  as  well   as  how  their  funcConal  area  feeds  in  to  the  wider  strategy  of  the  business.   •  Generic  inducCon  or  e-­‐learning  modules  are  not  appropriate  for  senior  hires.  It  must   be  at  a  deeper  level  and,  where  possible,  tailored  to  the  individual  role.   •  Recruits  must  also  be  supported  in  navigaCng  the  ‘hidden’  elements  of  the  business   THE  BUSINESS   and  understanding  the  company  culture.   REMOVE  THE   •  This  includes  all  of  the  administraCve  factors  that  can  create  a  negaCve  impression  if   not  executed  effecCvely  -­‐  laptop,  mobile  phone,  web  access  etc.   •  The  expectaCons  of  this  group  are  much  higher  as  they  are  used  to  being  treated   exclusively,  creaCng  a  posiCve  impression  is  therefore  vital.   •  While  this  is  a  “hygiene  factor”  it  is  essenCal  that  there  is  accountability  to  ensure   BARRIERS     effecCve  execuCon.  
  • 5. Examples  of  “best  pracCce”  address  some  of  the  key   problems   CAPITAL   Customised  New  Leader  TransiCon  Guide  created  pre-­‐arrival  based  on   ONE   interviews  with  key  stakeholders.  Highlights  key  business  challenges   as  well  cultural  and  poliCcal  dynamics.   AMERICAN   Annual  New  Leader  OrientaCon  Summit  a:ended  by  all  new   EXPRESS   execuCve  hires,  the  CEO  and  the  CEO’s  direct  reports.   PHILIPS   In  Touch  pre-­‐arrival  CD-­‐ROM  and  web  portal  –  contains  general   company  informaCon,  CEO  welcome  message,  customised   calendar,  feedback  surveys  and  local  informaCon.   CITIGROUP   Internal  social  networking  with  37  employee  networks  (e.g.   Hispanic  network,  working  parents  group)  that  new  employees  are   exposed  to  on  their  first  day.   Sources:  RecruiCng  Roundtable,  2003;  RecruiCng  Roundtable,  2005;  Johnson,  2006;  Derven,  2008.      
  • 6. Literature  on  role  transiCons  points  to  four  disCnct   Cme  phases  of  an  onboarding  programme   AnCcipaCon  and  moCvaCon  for  the  new  role  is  high.  There  is   Pre-­‐   opportunity  to  leverage  this  enthusiasm  by  engaging  the  recruits.   arrival   AdministraCve  factors  can  be  completed  at  this  Cme.   Recruits  will  lack  an  in-­‐depth  understanding  of  the  business  but  will  sCll   First  6   have  high  levels  of  opCmism  and  confidence  in  their  own  abiliCes.  This   weeks   period  has  also  been  termed  the  Honeymoon  phase.   Throughout  this  Cme  reality  sets  in  as  the  recruits  understand  more   First  6   about  their  role  and  lose  confidence  in  their  own  abiliCes.  The  drop  of   months   confidence  at  this  Cme  should  be  anCcipated  and  requires  careful   management.   Research  shows  that  the  Cme  taken  for  recruits  to  integrate  fully  can  be   First  18   up  to  18  months.  This  period  begins  with  acceptance  of  the  need  to   months   adopt  new  behaviours,  and  ends  with  the  integraCon  of  these  into   everyday  working  pracCces.   Sources:  Balogun  and  Hope  Hailey,  2008;  RHR  InternaConal,  2007.      
  • 7. Pre-­‐   First  6   First  6   First  18   arrival   weeks   months   months   CREATING  A  BROAD  FRAMEWORK  OF   MINIMUM  STANDARDS   BUILD   BUILD   UNDERSTAND   REMOVE  THE   RELATIONSHIPS   PERFORMANCE   THE  BUSINESS   BARRIERS    
  • 8. Pre-­‐arrival   First  6  weeks   First  6  months   First  18  months   RELATIONSHIPS   Line  manager  contact  –   Key  meeCngs  –  build  on   establish  relaConship,   360  QuesConnaire  report   event  invitaCons   Second  ‘Grandfather’   BUILD   360  QuesConnaire   IdenCfy  Career  Mentor  by   meeCng  by  end  of     completed  by  key   Week  3   month  4   stakeholders     SENIOR  LEADER  GLOBAL  INDUCTION  EVENT   Select  and  assign  Peer   First  ‘Grandfather’   Buddy  for  Day  1   meeCng  by  Week  2   PERFROMANCE   Agree  Development  Plan   Line  manager  to  dram   1  year  AssimilaCon   with  line  manager   BUILD   monthly  Development   6  month   Review   Plan:  transiCon   AssimilaCon  Review  –     Line  manager,  senior  HR   objecCves,  milestones   IdenCfy  opportunity  for   Line  manager   and  global  Talent  reps   and  metrics   collecCve  quick  win   Pre-­‐hire  video,  welcome   THE  BUSINESS   UNDERSTAND   pack  and  content  for   Onboarding  intranet   employee   portal  –  e-­‐learning   modules  and  support   Pre-­‐hire  video  and   content  for  line  manager   Line  manager  inducCon   Welcome  pack  of   on  criCcal  business  and   materials  for  the  recruit’s   compliance  issues   family   Contractual  and   REMOVE  THE   administraCve   BARRIERS   paperwork  completed  –   minimising  anything  to   FuncConal  items  -­‐  laptop,   complete  on  arrival   phone,  web  access  etc.  –   prepared  and  ready  on   Where  possible  provide   day  1   email  address  2  weeks   before  arrival  
  • 9. BUILD   RELATIONSHIPS   RECOMMENDATION   REASON   •  Line  manager  (and  some  key  stakeholders)  to  communicate     informally  with  recruit  in  the  pre-­‐arrival  period.  Invite     recruit  to  informal  events  as  appropriate         •  Line  manager  to  map  networks  and  idenCfy  key   Ensures  a  systemaCc  process  so  that  key   stakeholders   stakeholders  are  idenCfied  and  meeCngs   ARRIVAL   •  360  QuesConnaire  (a  culture  and  business  survey)   established.  The  quesConnaire  provides  context   PRE-­‐   then  sent  out  to  these  individuals  –  SEE  APPENDICES   to  the  first  meeCngs  and  gives  the  recruits  a   •  Recruit  receives  report  of  this  within  10  days  on  the   head  start  on  tackling  business  issues     role  to  give  context  to  early  meeCngs         •  Line  manager  to  adopt  a  clear  communicaCon  strategy  to   CommunicaCng  with  the  team  ensures   manage  the  expectaCons  of  the  team  and  facilitate  the   resistance  is  minimised  and  encourages   recruit’s  arrival     assimilaCon  with  the  immediate  team  
  • 10. BUILD   RELATIONSHIPS   RECOMMENDATION   REASON   •  Peer  buddy  assigned  pre-­‐arrival,  establishes  contact  before   Having  the  Peer  Buddy  from  the  same  level  but   day  one  –  SEE  APPENDICES   a  different  funcConal  area  ensures  they  are  not   •  Acts  as  a  “go-­‐to”  person,  providing  advice  and   considered  direct  role  models  and  will   support  to  ensure  new  starters  acclimate  properly   therefore  be  appropriate  for  all  recruits  to   FIRST  6     WEEKS   •  Should  be  from  the  same  level  but  a  different   resolve  administraCve  issues  and  expand  their   funcConal  area  if  possible   network   •  Meets  every  fortnight  (then  monthly  amer  3  months)         •  ‘Grandfather’  (boss  of  the  line  manager)  meeCng  within   This  demonstrates  senior  buy-­‐in  for  the  recruit   first  two  weeks  -­‐  informal  meet-­‐and-­‐greet  session   and  makes  them  feel  valued  early  on   •  Follow-­‐up  ‘grandfather’  meeCng  amer  four  months   MONTHS   FIRST  6   •  Discuss  transiCon  and  development  plans  going   forward  
  • 11. BUILD   PERFORMANCE   RECOMMENDATION   REASON   •  Agree  goals  and  development  plan  with  line  manager  in  the   Such  a  plan  is  the  minimum  standard,  but  the   first  6  weeks   level  of  direcCon  will  depend  on  the  profile  of   •  Schedule  Cmetabled  feedback  every  three  months   the  recruit   •  Focus  on  building  transiCon  capabiliCes  first  then  on     FIRST  6     posiCon  capabiliCes     WEEKS       •  Establish  opportunity  for  a  collecCve  quick  win  to  build   CollecCve  quick  wins  are  important  for  all   credibility   profiles  of  recruits  –  they  provide  value  for  the   •  This  opportunity  should  be  idenCfied  collecCvely  by   business  and  be  an  opportunity  for  the  team  to   the  line  manager  and  recruit   be  engaged  in  a  shared  result  and  build   stronger  working  relaConships     •  3  and  6  month  AssimilaCon  Reviews   This  process  will  allow  the  onboarding  process   •  A:ended  by  line  manager  and  senior  HR   to  be  evaluated  and  updated  accordingly.  It  will   representaCve   also  demonstrate  engagement  and  care  for  the   MONTHS   FIRST  6     •  Two-­‐way  feedback  to  review  the  onboarding  process   recruit   and  the  assimilaCon  of  the  recruit         •  Use  of  external  coach  amer  first  few  months  if  specific   External  coach  to  be  offered  based  on  the   challenges  emerge   outcomes  of  the  AssimilaCon  Reviews   •  ConCnued  line  manager  meeCngs  incorporaCng  feedback   This  is  to  ensure  the  line  managers  remain   MONTHS   FIRST  18   and  offering  support  as  required   conscious  that  the  personal  transiCon  of  the   •  Final  AssimilaCon  Review  at  12  months   recruits  can  last  up  to  18  months.  They  must   conCnue  to  engage  them  and  address  issues   promptly  
  • 12. UNDERSTAND   THE  BUSINESS   RECOMMENDATION   REASON   •  e-­‐learning  content  for  new  employees:   The  focus  for  these  pre-­‐joining  materials  is   •  Strategy  and  values  (confidenCality  permipng)   symbolic  management.  Recruits  should  come  to   •  CEO  video  message   learn  about  the  broader  business  through   •  Advice  from  other  new  recruits  (video  messages)  on   engaging  stories  and  videos  that  create   managing  the  transiCon  effecCvely   inspiraCon  around  the  vision  and  mission       ARRIVAL   •  Materials  for  the  line  manager:   The  line  manager  materials  are  developed  to   PRE-­‐   •  Advice  from  recent  new  hires  (video  messages)     raise  their  awareness  of  the  transiCon  issues   •  Checklist  of  acCviCes  required   for  new  recruits,  therefore  easing  the  process   and  encourage  assimilaCon       •  Welcome  pack  from  the  company  sent  out  pre-­‐arrival   containing  materials  designed  to  engage  the  recruit’s     family   •  Post  arrival  meeCng  conducted  by  the  line  manager  to   Senior  recruits  do  not  have  the  Cme  to   FIRST  6     WEEKS   introduce  criCcal  informaCon  on  policies  and  processes   undertake    training  modules  on  policies.  They   •  Complemented  by  appropriate  e-­‐learning  materials  if   must  be  engaged  with  the  vital  processes  and   necessary   policies  in  person  by  the  line  manager   •  Global  inducCon  event  for  all  senior  hires  held  twice  per   This  event  should  moCvate  and  engage  the   MONTHS   year  and     recruits  by  demonstraCng  senior  buy-­‐in  and   FIRST  6     •  Deeper  strategic  discussions  facilitated  by  members   encouraging  their  insights  on  the  company   of  the  board   strategy   •  Networking  opportuniCes  
  • 13. REMOVE  THE   BARRIERS     RECOMMENDATION   REASON   •  Complete  as  much  contractual  and  administraCve   Minimise  the  number  of  administraCve  tasks   paperwork  as  possible  before  arrival   for  the  new  recruits  on  arrival  to  support  quick   ARRIVAL   •  UClise  technology  and  e-­‐signatures   producCvity   PRE-­‐       •  Where  possible,  provide  access  to  email  address  and   Involve  the  recruits  in  criCcal  communicaCon   contacts   and  allow  them  to  send  welcome  emails  to   build  relaConships  early   •  Ensure  all  funcConal  items  -­‐  laptop,  phone,  building  access,   Senior  recruits  need  to  be  treated  exclusively   web  access  etc.  –  prepared  and  ready  to  give  to  recruit  on   and  be  given  a  posiCve  impression  of  the   FIRST  6     day  1   organisaCon   WEEKS   •  Ensure  clear  accountability  for  this  process   •  Ensure  clear  communicaCon  between  Line  Manager,   HR,  IT  and  other  service  providers  to  ensure   transparency  
  • 14. INDIVIDUALISING  THE  PROGRAMME   Three  criCcal  quesCons  for  the  organisaCon  to   answer:   1.  To  what  extent  do  you  want  to  encourage   innovaCon  from  the  new  recruit?   2.  How  much  relevant  experience  does  the   recruit  bring?   3.  What  are  the  recruit’s  key  moCvators?  
  • 15. An  onboarding  programme  can  be  designed  to   encourage  innovaCon  from  new  recruits   If  you  require…   No  innovaAon   Content  innovaAon   Role  innovaAon   “business  as  usual”   New  knowledge  and  ideas   Moulding  the  role  itself   Then  the  programme  should  involve…   Grouping  newcomers  and   Grouping  newcomers  and   TreaCng  each  newcomer   exposing  them  to  a  clear   expose  them  to  common   individually  and  exposing  them   orientaCon  programme   experiences   to  more  or  less  unique   experiences   No  Cmetable  for  assumpCon   Timetable  for  assumpCon  of   Not  disCnguishing  a  newcomer   of  the  role  –  anxiety  moCvates   the  role  allowing  the   from  more  experienced   conformity   newcomer  to  prepare   members,  learn  “on-­‐the-­‐job”   A  senior  role  model  to   No  use  of  a  role  model  in  the   No  use  of  a  role  model  in  the   socialise  the  newcomer   process   process   The  denial  and  stripping  away   SegregaCng  a  newcomer  from   AffirmaCon  of  a  newcomer’s   of  newcomer’s  sense  of  self   regular  organisaCon  members   idenCty  and  a:ributes   Source:  Van  Maanen  and  Schein,  1979  
  • 16. NO  INNOVATION  REQUIRED:   CONTENT  INNOVATION  REQUIRED:   ROLE  INNOVATION  REQUIRED:   “BUSINESS  AS  USUAL”   NEW  PRACTICES  AND  KNOWLEDGE   SHAPING  THE  ROLE  ITSELF   •  SocialisaCon  should  have  a   •  Incorporate  training  as  a  formal   •  There  should  be  regular  informal,   BROAD  DESIGN  CONSIDERATIONS   custodial  response   group  (where  possible)  to  share   individual  recogniCon  by  more   •  Onboarding  should  involve  a   new  ideas  and  technologies  to   senior  leaders  in  the  organisaCon   definite  series  of  sequenCal  steps   demonstrate  the  value  of   to  ensure  the  recruit  feels  valued   (without  a  strict  Cmetable  from   innovaCon   •  No  sequenCal  stages  or  Cmetable   each  stage  –  ambiguity   •  Make  the  Cmetable  for   for  assumpCon  of  responsibiliCes   encourages  conformity)   assumpCon  of  responsibiliCes   •  Deliberate  encouragement  of   •  Ensure  appropriate  behaviours   explicit  in  pre-­‐communicaCon   innovaCon   and  norms  are  role  modelled   •  A  role  model  must  be  an   •  Limited  use  of  normaCve  controls   •  Design  processes  to  redefine  the   innovaCve  individual  if  used  at  all   –  socialisaCon  should  be  a   recruit’s  idenCty  around  the  new   ‘benign  process’     role   •  Onboarding  should  be  reacCve  –   responding  to  the  needs  of  the   recruit  as  they  emerge   •  Line  manager  to  dram  a  tailored   •  Line  manager  to  dram  a  tailored   •  No  specific  plan   SPECIFIC  TOOLS  AND  PROCESSES   30-­‐,  60-­‐,  90-­‐  day  plan  for  recruit   30-­‐,  60-­‐,  90-­‐  day  plan  for  recruit   •  Line  manager  to  keep  informal   with  clear  goals  and  metrics  –   with  broader  goals  and   communicaCon  with  recruit  in   responsibiliCes  introduced  in   responsibiliCes  introduced  in   the  pre-­‐arrival  Cme  and  address   stages   stages   any  needs  on  an  ad  hoc  basis   •  Career  Mentor  available  amer   •  Monthly  group  innovaCon   •  Where  possible,  develop   week  1  –  SEE  APPENDICES   sessions  (with  recruits  from   opportuniCes  for  cross-­‐funcConal   •  Strong  normaCve  controls  –  as   junior  levels  if  smaller  numbers)   projects  -­‐  on-­‐the-­‐job  learning   well  as  the  standard  materials,   –  branded  as  ‘Think  Tanks’   that  will  enhance  their   make  sure  to  emphasise  the  use   •  Careful  selecCon  of  Career   understanding  of  the  business   of  acronyms  and  jargon  early  on   Mentor  –  must  be  an  innovaCve   individual  or  not  used  at  all  
  • 17. The  onboarding  approach  should  also  be  tailored  to  the   amount  of  ‘relevant  experience’  the  recruits  have   At  senior  levels,  with  significant   But  what  consCtutes  relevant   length  of  experience,  recruits  tend  to   experience?   be  either  converts  or  veterans…   •  Leadership?   •  Strategic  thinking?   HIGH   •  Technical  experience?   •  Change  management   LENGTH  OF  EXPERIENCE   CONVERT   VETERAN   skills?       The  definiCon  should  be   NEOPHYTE   INITIATE   determined  by  the  specific   organisaCon  and  role   LOW   RELEVANCE  OF  EXPERIENCE   HIGH   Source:  Reichers,  Wanous  and  Steele,  1994  
  • 18. Onboarding  design  for  converts  and  veterans   CONVERT  (LOW  RELEVANT  EXPERIENCE)   VETERAN  (HIGH  RELEVANT  EXPERIENCE)   The  broader  point  has  been  made  that  this  should  be  a  consideraIon  in  selecIon.  Relevant  experience  in   BROAD  DESIGN  CONSIDERATIONS   addressing  strategic  challenges,  building  networks  and  change  management,  should  be  preferable  criteria  for   selecIng  a  candidate   •  Provide  a  RealisCc  Job  Preview  at  the  interview   •  Less  necessary  to  reduce  ambiguity  and  use   stage  to  reduce  the  ambiguity  of  the  transiCon   normaCve  controls.   •  Purposeful  use  of  normaCve  controls  –  while   •  Line  manager  focus  in  pre-­‐communicaCon  should   materials  that  engage  recruits  with  the  business  are   instead  be  on  understanding  the  recruit’s  intended   a  general  recommendaCon,  line  managers  should   approach,  and  providing  the  necessary  tools  and   also  be  consciously  using  engaging  stories  and   informaCon  as  requested.   symbols  in  their  pre-­‐communicaCon   •  Use  ‘upending  experiences’  to  deliberately  shake   the  confidence  of  the  recruit  in  their  previous   experience   •  Career  Mentor  available  from  week  1  -­‐  to  act  as  a   •  Career  Mentor  available  from  week  3  –  only  where   role  model  providing  that  role  innovaCon  is  not   role  innovaCon  is  not  required   SPECIFC  TOOLS  AND   required  (unlikely  for  a  convert)  –  SEE  APPENDICES   •  Serves  as  a  career  advisor  and  internal   PROCESSES   •  Serves  as  a  career  advisor  and  internal   advocate  to  open  up  the  recruit’s  network   advocate,  helps  reinforce  how  the  mentee's   job  contribuCons  fit  into  the  bigger  picture   and  purpose  of  the  firm     •  Deliberately  design  an  ‘upending  experience’  within   the  first  3  months  on  the  role  
  • 19. Onboarding  programmes  should  also  account  for  the   different  moCvaCons  of  the  recruits   •  This  will  affect  how  they  engage  with  their  roles,  and  what  the   ‘moment  of  integraCon’  is  for  these  individuals   •  A  focus  on  individual  or  collecCve  moCvaCon  is  the  best   determinant  of  a  personalised  onboarding  programme   INDIVIDUALLY  MOTIVATED   COLLECTIVELY  MOTIVATED   •  These  recruits  will  need  a  specific  individual  win   •  Ensure  these  recruits  have  the  opportunity  to   CONSIDERATIONS   BROAD  DESIGN   within  their  first  six  months  that  should  have  a   connect  with  the  business  at  a  “grass  roots”  level   senior  audience   •  Ensure  the  quick  win  is  collecCve  and  delivers  team   results   •  Line  manager  pre-­‐communicaCon  should  stress  the   importance  of  the  role  and  its  posiCon  within  the   wider  business  and  mission  of  the  organisaCon   •  Use  a  quarterly  leadership  forum,  or  event  a:ended   •  Design  a  specific  customer  interacCon  within  the   AND  PROCESSES   SPECIFC  TOOLS   by  a  wider  senior  audience,  to  give  the  recruit  an   first  6  months  –  this  could  be  at  the  global  inducCon   individual  presentaCon  to  perform  on  a  challenging   event  (see  below)   and  strategic  issue   •  Line  manager  to  idenCfy  opportunity  for  a  collecCve   quick  win  early  within  first  6  months    
  • 20. COMBINING  THE  BROAD  FRAMEWORK   WITH  AN  INDIVIDUAL  APPROACH  –     TAILORING  THE  PROGAMME  
  • 21. KEY   QUESTIONS…   RELEVANT   EXPERIENCE  –     Convert  or  Veteran?   (Analysis  of  candidate   PROFILE  OF  THE     profile  at  recruitment)   RECRUIT   PERSONAL   …  Compile  a  final   MOTIVATION  –     Select  specific  tools   onboarding  plan  –     Individual  or   …  Add  these  to  the   and  processes  to   Distribute  relevant   CollecAve?   broader  framework  of   complement  the   tasks  and  checklists  to   (Discovered  through   minimum  standards…   profile  of  the  recruit…   the  line  manager  and   focused  quesCon  at   HR  representaCve   interview)   REQUIREMENTS  OF     LEVEL  OF   THE  ROLE   INNOVATION  –     None,  Content  or   Role  InnovaIon?   (Analysis  of  business   strategy)  
  • 22. Key  conclusions   •  By  applying  this  process  it  is  possible  to  individualise  the   onboarding  experience  for  senior  hires.   •  This  will…   –  Improve  engagement  and  retenCon  by  addressing  individual   moCvaCons  and  needs   –  Promote  assimilaCon  by  matching  the  requirements  of  the  role   with  the  appropriate  onboarding  design   –  Reduce  Cme-­‐to-­‐producCvity  by  focusing  on  the  specific  skills   and  experience  that  each  recruit  brings   •  ComplemenCng  this  with  a  broad  framework  of   minimum  standards  will  also  ensure  accountability  for   the  programme,  even  in  large  global  organisaCons.  
  • 23. APPENDICES   Ø  360  QuesConnaire   Ø  Peer  Buddy  role  overview   Ø  Career  Mentor  role  overview  
  • 24. 360  QuesConnaire   ObjecAve   To  understand  the  views  of  key  stakeholders  on  the  things  the  new  leader  will  need  to  know   and  do  in  order  to  maximise  their  success.           The  main  focus  is  on  understanding  the  ‘culture  and  key  relaAonships’  to  support  their   integraCon  into  the  organisaCon.       Process  (ideally  automated)     Complete   responses   Line  manager  draws   automaCcally   360  QuesConnaires   up  list  of  key   generate  an   automaCcally   stakeholders  for  the   individual  report  –   distributed  to  these   recruit  pre-­‐arrival   via  email   stakeholders   distributed  to  the   recruits  within  the   first  10  days  on  the   role  
  • 25. SECTION  2:  THE  WORKPLACE  /   SECTION  1:  THE  CONTEXT   SECTION  3:  FINAL  MESSAGES   LOCAL  ENVIRONMENT   •  What  do  you  think  are  the   •  What  are  the  most   •  What  are  the  most   main  things  that  are   important  things  the  new   important  things  the  new   important  for  a  new  leader   leader  needs  to  know  about   leader  needs  to  be  aware  of   to  know  about  the   the  parCcular  way  in  which   to  help  him/her  be   organisaCon’s  culture?     things  are  done  in  this  part   successful  in  the   •  What  overall  are  the  ‘big   of  the  business  (i.e.  the   organisaCon?   issues’  that  the  new  leader   local  culture)?   •  What  would  you   really  needs  to  be  aware  of   •  Who  are  the  key  players  at   recommend  a  new  starter   for  this  parCcular  business   the  top?  Who  are  the  main   to  do  in  the  first  90  days?   to  be  successful?     stakeholders  to  influence?   •  Who  are  the  priority  10   •  What  if  any,  employee   people  for  the  new  hire  to   related  issues  do  they  need   meet  in  their  first  30  days?   to  be  aware  of?   •  For  people  who  joined  the   •  What  key  issues  /   organisaCon  less  than  2   challenges  are  there  in   years  ago:  What  do  you   delivering  the  current   really  have  wished  you  had   business  plans?   known  before  you  joined   •  What  was  the  best  thing   that  would  have  helped   that  happened  in  the   your  integraCon  into  the   business  here  last  year?       company?  
  • 26. Peer  Buddy   Process     A  Buddy  will  be  assigned  to  the  recruits  prior  to  the  start-­‐date.     Criteria  for  selecAng  Peer  Buddy       The  Buddy  should  be  of  a  similar  level  to  the  new  starter,  and  should  have  good  knowledge  of  the  job   and  funcConal  area  that  the  recruit  will  be  joining.   Role   Provide   regular   and   frequent   guidance,   advice   and   support   to   ensure   new   starters   acclimate   properly,   avoid  missteps,  and  build  strong  advocates  within  the  business.     AccountabiliAes   •  Establish  contact  with  the  individual  prior  to  start  date   •  Outline  prevailing  norms  and  unwri:en  rules  that  govern  the  way  the  organisaCon  operates   •  Provide  advice  and  guidance  on  how  things  get  done,  key  stakeholders,  decision  makers  within  the   recruit’s  domain   •  Contact  or  meet  the  individual  regularly.  IniCally  every  2  weeks,  transiConing  to  monthly,  and  finally   unCl  the  point  where  relaConship  needs  no  further  intervenCons.  In  most  cases  this  will  occur  by  six   months.     •  ProacCvely   find   ways   to   establish   new   people   introducCons   and   drive   the   building   of   new   relaConships  
  • 27. Career  Mentor   Process     The  process  of  assigning  a  Mentor  will  begin  amer  3  weeks  on  the  role.   Criteria  for  selecAng  Career  Mentor     The  Mentor  should  be  in  a  more  senior  role  than  the  recruit  and  should  have  significant  length  of  tenure   with  the  organisaCon.  Mentor  selecCon  should  be  based  on  discussions  between  the  line  manager  and   the  recruit,  and  the  idenCficaCon  of  specific  challenges  relaCng  to  the  role  and  personal  development.   Role   Serve   as   a   career   advisor   and   internal   advocate,   help   reinforce   how   the   mentee's   job   contribuCons   fit   into  the  bigger  picture  and  purpose  of  the  firm     AccountabiliAes   •  Establish  quarterly  meeCng  schedule  in  the  recruit’s  first  year  (semi-­‐annually  thereamer)   •  Provide  advice  and  guidance  to  help  recruits  understand  their  current  role,  its  impact  and  where  it   can  take  them  next  in  a  company.     •  ProacCvely  find  ways  to  establish  criCcal  introducCons,  act  as  an  advocate  for  the  recruit  and  drive   career  progression.  
  • 28. References   Balogun,  J.  and  Hope  Hailey,  V.,  2008.  Exploring  strategic  change.  3rd  ed.  Harlow:  Pearson   EducaCon  Limited.     Derven,  M.,  2008.  Management  onboarding.  T+D,  62(4),  pp.48-­‐52.     Johnson,  L.K.,  2006.  Rapid  onboarding  at  Capital  One.  Harvard  Management  Update,  11(9),  pp.3-­‐4.     RecruiCng  Roundtable,  2003.  Maximising  returns  on  recruiCng  investments:  A  quanCtaCve  analysis   of  the  drivers  of  new  hire  performance.  Washington:  Corporate  ExecuCve  Board.       RecruiCng  Roundtable,  2005.  Achieving  operaConal  excellence  in  onboarding.  Washington:   Corporate  ExecuCve  Board.     Reichers,  A.E.,  Wanous,  J.P.  and  Steele,  K.,  1994.  Design  and  implementaCon  issues  in  socialising   (and  resocialising)  employees.  Human  Resource  Planning,  17(1),  pp.17-­‐25.     RHR  InternaConal,  2007.  ExecuCve  integraCon:  Beyond  the  first  90  day.  Wood  Dale,  IL:  RHR   InternaConal.     Van  Maanen,  J.  and  Schein,  E.H.,  1979.  Toward  a  theory  of  organizaConal  socializaCon.  In  B.M.   Staw,  ed.,  1979.  Research  in  organizaConal  behavior.  Greenwich,  CT:  JAI,  Vol.1,  pp.209-­‐264.