insights on executive onboarding max evans

EXECUTIVE ONBOARDING Insights on designing an onboarding

programme for senior recruits

Max Evans [email protected]

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.

•  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:

ExecuCve summary

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

RELATIONSHIPS

BUILD

PERFORMANCE

UNDERSTAND

THE BUSINESS

REMOVE

THE BARRIERS

Build formal networks with

criCcal stakeholders

Establish informal networks to navigate

internal poliCcs

Build capability to ensure reduce Cme-‐

to-‐producCvity

Establish credibility with the wider team

Understand the wider business

strategy and values

Understand the ‘hidden’ elements of the company culture

Execute administraCve

factors and logisCcs

Create a posiCve impression and

facilitate producCvity

BUILD

RELATIONSHIPS

BUILD

PERFORMANCE

UNDERSTAND

THE BUSINESS

REMOVE THE

BARRIERS

•  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 newcomer within the organisaCon to facilitate the process.

•  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 recruit to build credibility.

•  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 and understanding the company culture.

•  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 effecCve execuCon.

CAPITAL ONE

Customised New Leader TransiCon Guide created pre-‐arrival based on interviews with key stakeholders. Highlights key business challenges as well cultural and poliCcal dynamics.

AMERICAN EXPRESS Annual New Leader OrientaCon Summit a:ended by all new

execuCve hires, the CEO and the CEO’s direct reports.

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.

Examples of “best pracCce” address some of the key problems

Sources: RecruiCng Roundtable, 2003; RecruiCng Roundtable, 2005; Johnson, 2006; Derven, 2008.

PHILIPS In Touch pre-‐arrival CD-‐ROM and web portal – contains general company informaCon, CEO welcome message, customised calendar, feedback surveys and local informaCon.

AnCcipaCon and moCvaCon for the new role is high. There is opportunity to leverage this enthusiasm by engaging the recruits. AdministraCve factors can be completed at this Cme.

Recruits will lack an in-‐depth understanding of the business but will sCll have high levels of opCmism and confidence in their own abiliCes. This period has also been termed the Honeymoon phase.

Throughout this Cme reality sets in as the recruits understand more about their role and lose confidence in their own abiliCes. The drop of confidence at this Cme should be anCcipated and requires careful management.

Research shows that the Cme taken for recruits to integrate fully can be up to 18 months. This period begins with acceptance of the need to adopt new behaviours, and ends with the integraCon of these into everyday working pracCces.

Literature on role transiCons points to four disCnct Cme phases of an onboarding programme

Pre-‐ arrival

First 6 weeks

First 6 months

First 18 months

Sources: Balogun and Hope Hailey, 2008; RHR InternaConal, 2007.

CREATING A BROAD FRAMEWORK OF MINIMUM STANDARDS

BUILD

RELATIONSHIPS

BUILD

PERFORMANCE

UNDERSTAND

THE BUSINESS

REMOVE THE

BARRIERS

Pre-‐ arrival

First 6 weeks

First 6 months

First 18 months

Pre-‐arrival First 6 weeks First 6 months First 18 months BU

ILD

RELATIONSH

IPS

BUILD

PERFRO

MAN

CE

UNDE

RSTA

ND

THE BU

SINESS

1 year AssimilaCon Review

Line manager, senior HR and global Talent reps

6 month AssimilaCon Review –

Line manager

Pre-‐hire video, welcome pack and content for

employee

360 QuesConnaire completed by key stakeholders

Select and assign Peer Buddy for Day 1

IdenCfy Career Mentor by Week 3

Agree Development Plan with line manager

IdenCfy opportunity for collecCve quick win

Pre-‐hire video and content for line manager

Welcome pack of materials for the recruit’s

family

Onboarding intranet portal – e-‐learning

modules and support

Key meeCngs – build on 360 QuesConnaire report

Line manager contact – establish relaConship,

event invitaCons

Line manager to dram monthly Development

Plan: transiCon objecCves, milestones

and metrics

Line manager inducCon on criCcal business and

compliance issues

First ‘Grandfather’ meeCng by Week 2

Second ‘Grandfather’ meeCng by end of

month 4

REMOVE

THE

BA

RRIERS SENIOR LEAD

ER GLO

BAL INDU

CTION EVE

NT

Contractual and administraCve

paperwork completed – minimising anything to complete on arrival

FuncConal items -‐ laptop, phone, web access etc. – prepared and ready on

day 1 Where possible provide email address 2 weeks

before arrival

RECOMMENDATION REASON

PRE-‐

ARRIVA

L

•  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 stakeholders

•  360 QuesConnaire (a culture and business survey) then sent out to these individuals – SEE APPENDICES

•  Recruit receives report of this within 10 days on the role to give context to early meeCngs

•  Line manager to adopt a clear communicaCon strategy to manage the expectaCons of the team and facilitate the recruit’s arrival

Ensures a systemaCc process so that key stakeholders are idenCfied and meeCngs established. The quesConnaire provides context to the first meeCngs and gives the recruits a head start on tackling business issues CommunicaCng with the team ensures resistance is minimised and encourages assimilaCon with the immediate team

BUILD RELATIONSHIPS


FIRS

T 6

WEEKS

•  Peer buddy assigned pre-‐arrival, establishes contact before day one – SEE APPENDICES

•  Acts as a “go-‐to” person, providing advice and support to ensure new starters acclimate properly

•  Should be from the same level but a different funcConal area if possible

•  Meets every fortnight (then monthly amer 3 months)

•  ‘Grandfather’ (boss of the line manager) meeCng within first two weeks -‐ informal meet-‐and-‐greet session

Having the Peer Buddy from the same level but a different funcConal area ensures they are not considered direct role models and will therefore be appropriate for all recruits to resolve administraCve issues and expand their network This demonstrates senior buy-‐in for the recruit and makes them feel valued early on

FIRS

T 6

MONTH

S •  Follow-‐up ‘grandfather’ meeCng amer four months •  Discuss transiCon and development plans going forward

BUILD RELATIONSHIPS


FIRS

T 6

WEEKS

•  Agree goals and development plan with line manager in the first 6 weeks

•  Schedule Cmetabled feedback every three months •  Focus on building transiCon capabiliCes first then on posiCon capabiliCes

•  Establish opportunity for a collecCve quick win to build credibility

•  This opportunity should be idenCfied collecCvely by the line manager and recruit

Such a plan is the minimum standard, but the level of direcCon will depend on the profile of the recruit CollecCve quick wins are important for all profiles of recruits – they provide value for the business and be an opportunity for the team to be engaged in a shared result and build stronger working relaConships

FIRS

T 6

MONTH

S

•  3 and 6 month AssimilaCon Reviews •  A:ended by line manager and senior HR representaCve

•  Two-‐way feedback to review the onboarding process and the assimilaCon of the recruit

•  Use of external coach amer first few months if specific challenges emerge

This process will allow the onboarding process to be evaluated and updated accordingly. It will also demonstrate engagement and care for the recruit External coach to be offered based on the outcomes of the AssimilaCon Reviews

FIRS

T 18

MONTH

S •  ConCnued line manager meeCngs incorporaCng feedback and offering support as required

•  Final AssimilaCon Review at 12 months

This is to ensure the line managers remain conscious that the personal transiCon of the recruits can last up to 18 months. They must conCnue to engage them and address issues promptly

BUILD PERFORMANCE


PRE-‐

ARRIVA

L

•  e-‐learning content for new employees: •  Strategy and values (confidenCality permipng) •  CEO video message •  Advice from other new recruits (video messages) on managing the transiCon effecCvely

•  Materials for the line manager:

•  Advice from recent new hires (video messages) •  Checklist of acCviCes required

•  Welcome pack from the company sent out pre-‐arrival containing materials designed to engage the recruit’s family

The focus for these pre-‐joining materials is symbolic management. Recruits should come to learn about the broader business through engaging stories and videos that create inspiraCon around the vision and mission The line manager materials are developed to raise their awareness of the transiCon issues for new recruits, therefore easing the process and encourage assimilaCon

FIRS

T 6

WEEKS

•  Post arrival meeCng conducted by the line manager to introduce criCcal informaCon on policies and processes

•  Complemented by appropriate e-‐learning materials if necessary

Senior recruits do not have the Cme to undertake training modules on policies. They must be engaged with the vital processes and policies in person by the line manager

FIRS

T 6

MONTH

S

•  Global inducCon event for all senior hires held twice per year and

•  Deeper strategic discussions facilitated by members of the board

•  Networking opportuniCes

This event should moCvate and engage the recruits by demonstraCng senior buy-‐in and encouraging their insights on the company strategy

UNDERSTAND THE BUSINESS

REMOVE THE BARRIERS


PRE-‐

ARRIVA

L

•  Complete as much contractual and administraCve paperwork as possible before arrival

•  UClise technology and e-‐signatures

•  Where possible, provide access to email address and contacts

Minimise the number of administraCve tasks for the new recruits on arrival to support quick producCvity Involve the recruits in criCcal communicaCon and allow them to send welcome emails to build relaConships early

FIRS

T 6

WEEKS

•  Ensure all funcConal items -‐ laptop, phone, building access, web access etc. – prepared and ready to give to recruit on day 1

•  Ensure clear accountability for this process •  Ensure clear communicaCon between Line Manager, HR, IT and other service providers to ensure transparency

Senior recruits need to be treated exclusively and be given a posiCve impression of the organisaCon

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

No innovaAon “business as usual”

Content innovaAon New knowledge and ideas

Role innovaAon Moulding the role itself

If you require…

Then the programme should involve… Grouping newcomers and exposing them to a clear orientaCon programme

Grouping newcomers and expose them to common experiences

TreaCng each newcomer individually and exposing them to more or less unique experiences

No Cmetable for assumpCon of the role – anxiety moCvates conformity

Timetable for assumpCon of the role allowing the newcomer to prepare

Not disCnguishing a newcomer from more experienced members, learn “on-‐the-‐job”

A senior role model to socialise the newcomer

No use of a role model in the process

No use of a role model in the process

The denial and stripping away of newcomer’s sense of self

SegregaCng a newcomer from regular organisaCon members

AffirmaCon of a newcomer’s idenCty and a:ributes

Source: Van Maanen and Schein, 1979

NO INNOVATION REQUIRED: “BUSINESS AS USUAL”

CONTENT INNOVATION REQUIRED: NEW PRACTICES AND KNOWLEDGE

ROLE INNOVATION REQUIRED: SHAPING THE ROLE ITSELF

BROAD

DESIGN CONSIDE

RATIONS

•  SocialisaCon should have a custodial response

•  Onboarding should involve a definite series of sequenCal steps (without a strict Cmetable from each stage – ambiguity encourages conformity)

•  Ensure appropriate behaviours and norms are role modelled

•  Design processes to redefine the recruit’s idenCty around the new role

•  Incorporate training as a formal group (where possible) to share new ideas and technologies to demonstrate the value of innovaCon

•  Make the Cmetable for assumpCon of responsibiliCes explicit in pre-‐communicaCon

•  A role model must be an innovaCve individual if used at all

•  There should be regular informal, individual recogniCon by more senior leaders in the organisaCon to ensure the recruit feels valued

•  No sequenCal stages or Cmetable for assumpCon of responsibiliCes

•  Deliberate encouragement of innovaCon

•  Limited use of normaCve controls – socialisaCon should be a ‘benign process’

•  Onboarding should be reacCve – responding to the needs of the recruit as they emerge

SPEC

IFIC TOOLS AND PR

OCE

SSES •  Line manager to dram a tailored

30-‐, 60-‐, 90-‐ day plan for recruit with clear goals and metrics – responsibiliCes introduced in stages

•  Career Mentor available amer week 1 – SEE APPENDICES

•  Strong normaCve controls – as well as the standard materials, make sure to emphasise the use of acronyms and jargon early on

•  Line manager to dram a tailored 30-‐, 60-‐, 90-‐ day plan for recruit with broader goals and responsibiliCes introduced in stages

•  Monthly group innovaCon sessions (with recruits from junior levels if smaller numbers) – branded as ‘Think Tanks’

•  Careful selecCon of Career Mentor – must be an innovaCve individual or not used at all

•  No specific plan •  Line manager to keep informal communicaCon with recruit in the pre-‐arrival Cme and address any needs on an ad hoc basis

•  Where possible, develop opportuniCes for cross-‐funcConal projects -‐ on-‐the-‐job learning that will enhance their understanding of the business

CONVERT VETERAN

NEOPHYTE INITIATE

HIGH

LOW

LENGTH

OF EX

PERIEN

CE

RELEVANCE OF EXPERIENCE HIGH

The onboarding approach should also be tailored to the amount of ‘relevant experience’ the recruits have

At senior levels, with significant length of experience, recruits tend to

be either converts or veterans…

But what consCtutes relevant experience? •  Leadership? •  Strategic thinking? •  Technical experience? •  Change management skills?

The definiCon should be determined by the specific organisaCon and role

Source: Reichers, Wanous and Steele, 1994

CONVERT (LOW RELEVANT EXPERIENCE) VETERAN (HIGH RELEVANT EXPERIENCE)

BROAD

DESIGN CONSIDE

RATIONS The broader point has been made that this should be a consideraIon in selecIon. Relevant experience in

addressing strategic challenges, building networks and change management, should be preferable criteria for selecIng a candidate

•  Provide a RealisCc Job Preview at the interview stage to reduce the ambiguity of the transiCon

•  Purposeful use of normaCve controls – while materials that engage recruits with the business are a general recommendaCon, line managers should also be consciously using engaging stories and symbols in their pre-‐communicaCon

•  Use ‘upending experiences’ to deliberately shake the confidence of the recruit in their previous experience

•  Less necessary to reduce ambiguity and use normaCve controls.

•  Line manager focus in pre-‐communicaCon should instead be on understanding the recruit’s intended approach, and providing the necessary tools and informaCon as requested.

SPEC

IFC TO

OLS AND

PROCE

SSES

•  Career Mentor available from week 1 -‐ to act as a role model providing that role innovaCon is not required (unlikely for a convert) – SEE APPENDICES

•  Serves as a career advisor and internal 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

•  Career Mentor available from week 3 – only where role innovaCon is not required

•  Serves as a career advisor and internal advocate to open up the recruit’s network

Onboarding design for converts and veterans

INDIVIDUALLY MOTIVATED COLLECTIVELY MOTIVATED

BROAD

DESIGN

CONSIDE

RATIONS •  These recruits will need a specific individual win

within their first six months that should have a senior audience

•  Ensure these recruits have the opportunity to connect with the business at a “grass roots” level

•  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

SPEC

IFC TO

OLS

AND PR

OCE

SSES •  Use a quarterly leadership forum, or event a:ended

by a wider senior audience, to give the recruit an individual presentaCon to perform on a challenging and strategic issue

•  Design a specific customer interacCon within the first 6 months – this could be at the global inducCon event (see below)

•  Line manager to idenCfy opportunity for a collecCve quick win early within first 6 months

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

COMBINING THE BROAD FRAMEWORK WITH AN INDIVIDUAL APPROACH –

TAILORING THE PROGAMME

RELEVANT EXPERIENCE –

Convert or Veteran? (Analysis of candidate profile at recruitment)

Select specific tools and processes to complement the

profile of the recruit…

PERSONAL MOTIVATION – Individual or CollecAve?

(Discovered through focused quesCon at

interview)

… Add these to the broader framework of minimum standards…

LEVEL OF INNOVATION – None, Content or Role InnovaIon?

(Analysis of business strategy)

… Compile a final onboarding plan – Distribute relevant

tasks and checklists to the line manager and HR representaCve

KEY QUESTIONS…

PROFILE OF TH

E

RECR

UIT

REQUIREM

ENTS OF

THE RO

LE

•  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.

Key conclusions

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)

Line manager draws up list of key stakeholders for the recruit pre-‐arrival via email

360 QuesConnaires automaCcally distributed to these stakeholders

Complete responses automaCcally generate an individual report – distributed to the recruits within the first 10 days on the role

•  What do you think are the main things that are important for a new leader to know about the organisaCon’s culture?

•  What overall are the ‘big issues’ that the new leader really needs to be aware of for this parCcular business to be successful?

SECTION 1: THE CONTEXT

•  What are the most important things the new leader needs to know about the parCcular way in which things are done in this part of the business (i.e. the local culture)?

•  Who are the key players at the top? Who are the main stakeholders to influence?

•  What if any, employee related issues do they need to be aware of?

•  What key issues / challenges are there in delivering the current business plans?

•  What was the best thing that happened in the business here last year?

SECTION 2: THE WORKPLACE / LOCAL ENVIRONMENT

•  What are the most important things the new leader needs to be aware of to help him/her be successful in the organisaCon?

•  What would you recommend a new starter to do in the first 90 days?

•  Who are the priority 10 people for the new hire to meet in their first 30 days?

•  For people who joined the organisaCon less than 2 years ago: What do you really have wished you had known before you joined that would have helped your integraCon into the company?

SECTION 3: FINAL MESSAGES

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.

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.

References

insights on executive onboarding max evans

Documents

corporate

recruits key

senior hires

line manager

key stakeholders

minimum standards

relevant experience

funcconal