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The top four most compelling business
reasons to implement an onboarding process
are
Speed to Performance, High
Growth, Retention, and Merger
& Acquisition.
Your organization may find other strong
reasons to build an onboarding process.
Contact us to help
you create your business case.
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Every organization expects their
new leaders to “hit the ground
running”. Most new leaders know
they need to learn about their
new organization’s culture,
their roles and their teams
before they start making
decisions and/or changes.
However the pressure and desire
to make an impression quickly
overrides this knowledge.
Sometimes they move too fast and
make critical errors, while
others wait too long and miss
opportunities for important
early success.
It is possible to “hit the
ground running” in an
intentional way.
A structured onboarding process
that identifies objectives and
provides the tools and support
to meet those objectives enables
the new leaders to build a
foundation and perform at a high
level 17-25% faster than if they
did not have an onboarding
process. |
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Organizations that are experiencing high
growth have the unique challenge of hiring a
high number of new associates in a short
period of time to support their growth
model. This brings several challenges:
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Lack of a consistent process to onboard
new associates
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Lack of tools for hiring managers to
properly integrate new associates
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New associates do not learn about the
culture and values in a way that enables
them to understand and foster them
These challenges may result in a fragmented
culture, lack of focus on organizational
objectives and higher levels of turnover.
High growth companies need a consistent
approach to onboard new associates that will
turn these challenges into a competitive
advantage.
A multi-track onboarding process that fits
the needs of the different levels of
associates allows the company to manage the
high volume of new hires. The process
includes clear roles and responsibilities
for the hiring manager, human resources
partner and new associate and is built on
best practices. |
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A recent study by Manchester Partners (now a
part of Right Management) states that 64% of
new leaders fail within their first 18
months.
Why? Several factors contribute to this
scary statistic:
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Unclear expectations
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Trying to do too much too soon
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Not building the right relationships
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Misreading the culture
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Not respecting the history of the
organization and its processes
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Not attending to personal transition
needs
This list is very long and the associated
costs are very high.
A customized onboarding process can help
address avoidable turnover by:
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Establishing clear objectives for the
first 100 days
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Providing a “roadmap” to gain knowledge
about the organization and its culture
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Building relationships with key
stakeholders
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Getting and acting on feedback
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Merger and Acquisition activity provides the
unique opportunity for leadership teams to
come together. The goals of the newly formed
organization are typically to identify
efficiencies, expand market share, and
increase shareholder value. Example after
example demonstrates that few mergers
actually produce these results.
Experts agree the primary reason for failure
is the lack of attention to effectively
blend cultures and people.
This hurdle can be cleared by providing a
structured process for the newly combined
leadership team to:
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Articulate the “aspirational” or future
desired culture
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Clearly understand their objectives for
the first 100 days
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Build relationships with key
stakeholders that will support them in
reaching their objectives
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Get feedback on how their performance
and behavior supports the objectives and
culture of the new organization
Without a “roadmap” to guide the leadership
teams, they will focus on their own survival
and a fragmented culture will emerge.
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