Insights On Executive Onboarding Max Evans

Insights On Executive Onboarding Max Evans
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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