Onboarding Expertise

Effective onboarding processes increases the likelihood that your employees will be engaged and choose to stay with your organization. Most organizations have some type of onboarding process; however, many are not getting the results they expect. Few onboarding processes are built with the foundation of providing key knowledge, helping to build critical relationships, and delivering actionable feedback. In addition, the human resources function is being asked to measure the impact of onboarding on the organization.

We work with organizations to—

A complex environment is created when new leaders transition into new organizations and roles within those organizations. Both the new leaders themselves, as well as the organizations, have high expectations for results.

Leadership Onboarding Model

The risk of derailment is also high.

We understand the dynamics that play out when organizations recruit and hire new leaders to fill key roles. The selection process (for both internal and external leaders) is “heady stuff”. The leaders are courted and touted for their previous results and experience. Promises are made, or thought to be made, during this process, in the form of resources, support and decision-making latitude. The leaders are often confident that they can apply all of the skills and behaviors that have brought them previous success to these new roles and that they will undoubtedly exceed expectations!

During the third month of these transitions, our research shows, reality hits very quickly. The leaders begin to feel that the jobs that they have accepted are different from the actual jobs. The “promises” made during the selection process are now in question and the behaviors that previously brought these new leaders success in the past are also being questioned by their organizations.

So what can be done?

It is critical that the organization provides resources for its new leaders to be successful. It is also important for these new leaders to have role clarity, agreed upon onboarding objectives and understand the leadership culture. In addition, the “three-legged stool” model of partnership is vital for successful onboarding. The partners included are the hiring manager, the new leader and the human resources partner. When each of these partners is engaged and understands the unique role they each play, the chance for the new leader’s success greatly increases.

How We Can Help

Connect the Dots consultants are recognized leaders in leadership onboarding. We work with organizations to help them surface the business case for purposely supporting leaders as they transition both into an organization and/or new roles. We then work together to determine the best solution which can include one or more of these:

• Leadership Onboarding Overview

• Onboarding systemic approach—Building Connections®

• Onboarding Coaching

• Early Feedback Survey—Are You Connected?®

As each solution is created, we work with our client partners to determine how to develop a blend of internal capacity and use of external expertise to sustain results that evolve along with the business.