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Insights On Executive Onboarding Max Evans

  1. EXECUTIVE  ONBOARDING   Insights  on  designing  an  onboarding   programme  for  senior  recruits   Max  Evans   h:p://   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    
  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.