** Manager\'s Choice in \'Onboarding - Best Practices in Accelerating Employee Transitions\' group 8th October 2011 ** This is a summary of my MBA thesis on the subject of executive onboarding. The key conclusion is that senior leaders need a tailor-made onboarding programme, An overly prescribed approach will fail to achieve the objectives of engaging recruits and reducing time-to-productivity.

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
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Washington:
Corporate
ExecuCve
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Reichers,
A.E.,
Wanous,
J.P.
and
Steele,
K.,
1994.
Design
and
implementaCon
issues
in
socialising
(and
resocialising)
employees.
Human
Resource
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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.