Executive onboarding
FMason SPHR
6 Posts
I am trying to develop an internal executive onboarding program and was hoping I could get some help from my fellow Forum members (instead of the 1 week consultation I have been quoted several times over at $10k).
I would greatly appreciate any type of agenda or overview you have developed for the onboarding of your executives for 30, 60 or 90 days. My e-mail is: [email]feliciam@autogrp.com[/email]
Thanks.
I would greatly appreciate any type of agenda or overview you have developed for the onboarding of your executives for 30, 60 or 90 days. My e-mail is: [email]feliciam@autogrp.com[/email]
Thanks.
Comments
I'm taking it to mean how soon an exec can get benefits or pay raises or.......
Been there and done that several times but if you would be so kind as to clarify what you are asking, you will probably get a whole lot more response.
BTW - Welcome to the Forum.
-Individual assessment is carried out to assure full knowledge of personal, managerial and communication style. Technical skills can also be assessed.
-Managers and key peers are interviewed about expectations, success factors, "derailers" and corporate culture. This critical information is communicated to the new executive.
-Coaching for the first 90 days. This coaching is calibrated to the company's competencies and cultural issues, and focuses on rapid assimilation, the building of successful relationships and clear identification of role expectations and critical performance objectives.
-A final 360° assessment is conducted with relevant peers and subordinates to determine the progress and success of the new leader's assimilation.
My issue now is trying to develop how to do it...Without hiring a consultant!
Thanks.
Gene
Linda
>company culture, setting expectations, etc.
>>-Individual assessment - expectations, success factors, "derailers" and >corporate culture. -
Coaching for the first 90 days.
>-A final 360° assessment is conducted
>>
>My issue now is trying to develop how to do
>it...Without hiring a consultant!
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Also, not to sound smart, and maybe things are accomplished differently on the left coast, but when someone comes on board with us, that means they got hired.
In your explanation of onboarding, the "skills and management essentials" should have been assessed during the interview process. The culture and expectations should also have been explained and reinforced during an orientation period. Then training / coaching given and a follow-up evaluation and assessment given after a probationary period.
I really think you are probably already doing all of this but coming up with a fancy name is your problem.
Ok, you can send the $10 K to.......
My AGENDA lasts one week, 2 to 4 hours a day staggered, with the intention of meeting the other members of the company in their departments. This way the new kid gets some technical background as well as team building.
The rest of the time they are starting to do the "stuff" they were hired for in the first place.
The values and culture of the company are brought up during the interview process. How do I know this person will fit in if this is not introduced early in the hiring process??
First of all, I do expect a level of technical compentence and professional education or equivalent experience. I think you hire these people for skills that are already developed, for the most part.
That leads me to believe the orientation is more about specific organizational functionality within your company, and about the nuts and bolts of the way certain things work. Who does what to whom and how to get the paperwork done.
There may indeed by areas where the newly hired exec needs development, but that comes out of your evaluation tools - and I would not do anything different for this EE than any other. So if you already do 360's, then by all means continue to do so, but if you are just doing these for a short time for the newly hired exec, I think that is overkill.
It is important that this new hire do well with your company, but I think that is up to the skill level he/she brings with them and how well they integrate with the corporate culture and how well they accomplish the tasks within the job description.
Maybe I am oversimplifying?
If you are "IBM" and that size corporate body you could be "right on" for the corporate psychology is important and "onboarding" might be a must. "World Com" was at one time LDDS and booming, it moved so fast that the culture could either "not keep up" or the "ego's took over". Onbording of the executives was mis-oriented and might be a great place to research for what to do right and what not to do at all. There were a lot of fine Executives and Senior managers, Mississippians all hurt badly in that company. Good Luck with your efforts.
I wish that I had a success story to relay, but I have none other than the military way: Here is your position, here are the resources, now go do what you have been trained and groomed to do for you previous years of service. If you are not successful in 90 days we will remove you and get someone else to handle the job. Some times it works and sometimes it fails for the individual but it always works for the organization, for it will move forward inspite of one's problems.
PORK