On-boarding can impact an organization by effectively managing human capital and integrating business strategy and people planning. The initial focus is on assessing functions, setting priorities aligned with business strategy, and building trust. Key steps in the first six months include establishing credibility, aligning plans with business needs, and assessing roles. The longer-term focus is on developing action plans through interviews, reviewing systems and processes, setting HR priorities, and aligning the HR organization with business goals. The overall goal is to enhance operational efficiencies and demonstrate contribution to leadership teams.

1. Overview How On-boarding can impact an organization and business in terms of effectively managing the human capital by focusing on business strategy and people planning integration and transactions in terms of company repositioning, positive interventions, strategic planning and functional process improvements. Process Planning – First Six Months: Initially review and assess the function in terms of deliverables to the business and people ( i.e. commercialization perspective and R & D focus) , structure and HR competencies to determine how best to: Establish credibility by solid working relationships with executive and functional managers. Set priorities for deliverables and HR programmed activities and determine how best to address customer needs Align plans and actions to business strategy that have not previously been met Build trust in teams with leadership and colleagues by facilitating and by respectfully managing change process Assess how management teams work together in order to identify people growth opportunities Identify roles and responsibilities - Who does what? Alignment of the function to the business strategy with top-down analysis of business needs Value creation - ensure that architecture and blueprint programming is integrated Assess the rest of the organization in terms of people process, systems and implementation

2. Identify roles and responsibilities - Who does what? Planning and processes – the drive for “Company of Choice” status – Recruiting and Retention Be a process facilitator - play an active role at the ‘strategy development table’ and business meetings Focus not only on strategy itself, but also on planning and implementation - often strategy is too vague for employees to understand and therefore implement effectively and enhance operational efficiencies Transactional services rather than programming content which will differentiate successful from unsuccessful HR leadership Manage the development, retention and deployment of resources to achieve business objectives Demonstrate and measure contribution to leadership teams – develop partnering relationships from customer and market-driven perspective Evaluate results of deliverables Follow up and monitor progress – report to leadership on results Secure clear understanding of HR expectations and deliverables needed in terms of the overall business Develop best practices, polices and procedures and systems applications. Implement communication platform and secure grounding needed by conducting management, staff and employee meetings/presentations

3. Developing the Action Plan – Six Months to a Year Interview key people and leadership – What is HR delivering for you or NOT? Interview with HR staff and provide feedback and perceptions Review HR Systems and Processes - what needs “fixing?” Determine HR organization effectiveness and structure Set priorities for HR staff – develop metrics Evaluate primary reasons why employees look for other opportunities: Lack of job challenge or opportunity for personal growth (25%); Limited advancement opportunities (23%); Compensation & Benefits (20%); Poor company culture (19%) Boss not a good match (13%) Alignment: define to what extent current HR organization is able to accomplish goals Develop HR Plan to the business strategy and secure leadership commitment Focus on employee and stakeholder driven action Determine resources availability and responsiveness