New Hire On-boarding Consulting Best Practices Protect Your Investment

New Hire On-boarding Consulting Best Practices
Protect Your Investment

New Hire On-boarding Consulting Best Practices

Step 1) Pre-boarding:
Step 2) Day-One Launch:
Step 3) The first 30 days:
Step 4) Through 60 days:
Step 5) The First 100 days:
Step 6) After the First 100 days: Re-On-boarding

Click Here to Engage with Us for On-boarding

Whatever shape the economy is in, you have made a significant buying decision in adding key new hires. It’s time to pay closer attention to making that investment pay off. Take advantage of our new hire on-boarding consulting best practices, management training and leadership development programs.

Research shows that 40% of executives who change jobs or get promoted will fail in the first 18 months* “The New Leaders 100-Day Action Plan”, 4^th ed, George B. Brandt, (Wiley, 2016)

> What are your costs for direct hiring?

> What are your costs for use of an executive search firm?

Given the average cost of back-filling key new hire turn-over, professional on-boarding
consulting is a no-brainer because it will likely pay for itself many times over.

As a practitioner of management training and leadership development programs across the USA, some of the best advice I’ve ever heard was from a new CEO during their on-boarding process. They needed to be crystal clear about their desired outcomes. In this case it was:

a) stabilize the customer base
b) stabilize the team
c) grow the business

New Hire On-boarding Consulting Best Practices

Here is our “Winning” model: W.I.N. (What’s Important Now?)

At each step in the process we ask what’s important now.

That sounds simple enough, however many client companies missed this point and their investment in the new staff member is placed at risk.

Step 1) Pre-boarding:

Share appropriate organizational charts with the new hire, pointing out key stakeholder relationships and influencers. This includes building an initial impression with board members as needed.

Managing up to the boss starts during pre-boarding and definitely before the first day on the job. Understand how the boss wants to be communicated with and with what frequency.

- Gather up relevant pre day-one information needed to understand the org chart
- Conduct relevant pre day-one phone calls, video conferences or meetings
- Tentatively plan your calendar for the first 100 days. (Have it in the can)

Avoid the mistake of mismanaged expectations.

For example, a senior executive or CEO may be acting as the primary driver of the hiring decision and then flippantly hand off the reporting relationship to a previously uninvolved or unknown subordinate. (A guaranteed morale wrecker from day-one)

Hire for Fit and On-board for Retention!

Step 2) Day-One Launch:

Like the first day of school, we have only one opportunity to make a first impression. Colleagues and peers will be judging you on everything they see. It may be the first time they’re putting your voice with your face.

And the last thing they remember is how you made them feel.

Make no mistake about it your physical appearance, grooming, diction, and speech, along with your overall presence are on display and being evaluated. Your job is to show the flag, so be ready!

Will there be a public greeting with the senior staff? Who will you be meeting with? Think through the typical new manager assimilation sessions. They usually occur too soon. Experience has shown that they have more value when done after the first 30 days.

Step 3) The first 30 days:

The First 30 days are all about people and systems. Remember we hire for fit and on-board for retention. It is especially important that in the on-boarding process the new hire proceed at a measured pace.

This means not going too fast.

Experience has shown that those being on-boarded who go at a measured pace avoid deal breaking misunderstandings or miscalculations. This keeps the investment in the new hire safe for the time being.

The best examples I’ve seen of this practice in action has been those who listen twice as much as they speak. This is consistent across all types of disciplines including leadership, technical, scientific, sales, information technology and operations.

SWOT the first 30 days for People & Systems

Conclude the first 30 days on the job with a SWOT analysis (Strengths, Weaknesses, Opportunities and Threats). What’s Important Now? Even if it’s likely to be light in substance, that is OK. We will compare this with subsequent months in the process.

It is important to conduct the analysis with people and systems in mind. Does this initial analysis support the strategic agenda as it is understood to this point?

Make an initial determination of how best to engage with the current culture as it is understood at this point. (Remembering this is a preliminary assessment) Is it best to soft peddle change management, or is a more aggressive approach required?

Step 4) Through 60 days:

The second full month is all about relationships, tactical capacity, and early wins. It is likely that there were projects underway that can be completed (a win). Or there may have been promises made or implied that were not kept that can be fulfilled, (another win).

Be on the lookout for early wins that build incremental momentum and rapport. Get in the habit of providing genuinely sincerely recognition for the winners.

Also, during this time frame real effort needs to be given to stakeholder & relationship mapping. A key feature of this is conducting the initial talent assessment.

Do we have the right people in the right roles for the right reasons? What changes need to be made to the team that would benefit all, (i.e., fit). What flight risks have been identified? What impact would departures have on business?

What communication planning is contemplated?

In my work as an on-boarding coach for client organizations across the USA, I sometimes run into the “No News is Good News Syndrome.” Both you and the new hire have made a buying decision.

They want to do a good job, be well though of and start strong. Unfortunately, they may be put in a kind of communication limbo in which regular recurring touch points with the boss are not kept.

Opinions and conclusions may get formed based upon noise, which have nothing to do with reality. Big mistake!

Are we aware of and have we addressed any jilted incumbents who wanted the role or backdoor communication trails to sympathetic board members? Unraveling and navigating the politics of a legacy culture can be challenging.

This is not a time to be shy. This is the time to succeed in setting the strategic agenda.

SWOT the first 60 days for Relationships

Conclude the first 60 days with a SWOT analysis for tactical capacity, potential low hanging fruit (wins) and stakeholders relationships. What’s Important Now?

Remember we hire for fit and on-board for retention!

This is a time for defining priorities and focus. Does the team or organization understand a) why they exist, b) what they aspire to become, and c) the behaviors that will make that happen? If not, why not?

This is the recommended time to establish formal 1:1 meeting times with key staff or stakeholders. They may be brief as required but are needed to stay connected and manage expectations.

Step 5) The First 100 days:

The first 100 days are about building trust and commitment to achieve escape velocity (launch). This is a euphemism for escaping the gravitational pull of the old legacy culture that would keep us from reaching great heights. What’s Important Now?

It is also an analogy that we have the proper ground crew, technical staff, navigational staff, guidance systems and flight controls to achieve our mission. All systems are “GO,” and acceleration towards the mission’s goal is taking place.

Trust is interacting with others in ways that give them confidence in one’s future intentions. If relationships are the conduit by which the newly on-boarded leader conducts business, then trust is the currency.

Trust flows from clarity and at the 100 day juncture, we should be clear about roles, goals, and expectations.

SWOT the first 100 days for Communication

Conclude the first 100 days with a SWOT analysis for clarity of communication.

Is communication to the team clear? Is it building cooperation (buy-in) and commitment? Is there any reluctance or resistance to the mission?

The quality of the communication planned during the first 60 days is now being tested. Remove or fix any busted links or defective plug-ins. And do it now.

Having built capacities and installed the right people in the right roles, the new hire begins shifting to more of a strategic role than a tactical one. Has the new hire been given appropriate operational latitude, (or was all that for show and it’s still business as usual?)

The rudiments of succession or high potential identification for upward mobility can begin after proper launch has been obtained and our orbit has stabilized!

Step 6) After the First 100 days: Re-On-boarding

We practice re-on-boarding for addressing potential deficits that may have occurred during the original candidate launch. And this saves money.

There may be several reasons why a new hire may fail to launch successfully. Usually the most dominant reason is fit. Other times it’s technical remediation.

What’s Important Now?

In these cases, we have achieved success in re-on-boarding by planning out precisely what the legacy culture thinks is missing and conscripting them into remedy. This is part of our new hire on-boarding consulting best practices.

We require them to sign off on competencies if they have technical objections that they can’t let go.

Major reasons for failure to launch in new job roles include:

75% fail to establish a cultural fit
52% fail to build teamwork with staff and peers
33% are unclear about what their bosses expect
25% don’t have the required internal political savvy
22% there’s no process to assimilate executives into the firm
Business2community

New Hire On-boarding Consulting Best Practices

Step 1) Pre-boarding: Step 2) Day-One Launch: Step 3) The first 30 days: Step 4) Through 60 days: Step 5) The First 100 days: Step 6) After the First 100 days: Re-On-boarding

Click Here to Engage with Us for On-boarding

Research shows that 40% of executives who change jobs or get promoted will fail in the first 18 months* “The New Leaders 100-Day Action Plan”, 4th ed, George B. Brandt, (Wiley, 2016)

> What are your costs for direct hiring?

> What are your costs for use of an executive search firm?

Given the average cost of back-filling key new hire turn-over, professional on-boarding consulting is a no-brainer because it will likely pay for itself many times over.

As a practitioner of management training and leadership development programs across the USA, some of the best advice I’ve ever heard was from a new CEO during their on-boarding process. They needed to be crystal clear about their desired outcomes. In this case it was:

a) stabilize the customer base b) stabilize the team c) grow the business

New Hire On-boarding Consulting Best Practices

Here is our “Winning” model: W.I.N. (What’s Important Now?)

At each step in the process we ask what’s important now.

That sounds simple enough, however many client companies missed this point and their investment in the new staff member is placed at risk.

Step 1) Pre-boarding:

Share appropriate organizational charts with the new hire, pointing out key stakeholder relationships and influencers. This includes building an initial impression with board members as needed.

Managing up to the boss starts during pre-boarding and definitely before the first day on the job. Understand how the boss wants to be communicated with and with what frequency.

Gather up relevant pre day-one information needed to understand the org chart

Conduct relevant pre day-one phone calls, video conferences or meetings

Tentatively plan your calendar for the first 100 days. (Have it in the can)

Avoid the mistake of mismanaged expectations.

For example, a senior executive or CEO may be acting as the primary driver of the hiring decision and then flippantly hand off the reporting relationship to a previously uninvolved or unknown subordinate. (A guaranteed morale wrecker from day-one)

Hire for Fit and On-board for Retention!

Step 2) Day-One Launch:

Like the first day of school, we have only one opportunity to make a first impression. Colleagues and peers will be judging you on everything they see. It may be the first time they’re putting your voice with your face.

And the last thing they remember is how you made them feel.

Make no mistake about it your physical appearance, grooming, diction, and speech, along with your overall presence are on display and being evaluated. Your job is to show the flag, so be ready!

Will there be a public greeting with the senior staff? Who will you be meeting with? Think through the typical new manager assimilation sessions. They usually occur too soon. Experience has shown that they have more value when done after the first 30 days.

Step 3) The first 30 days:

The First 30 days are all about people and systems. Remember we hire for fit and on-board for retention. It is especially important that in the on-boarding process the new hire proceed at a measured pace.

This means not going too fast.

Experience has shown that those being on-boarded who go at a measured pace avoid deal breaking misunderstandings or miscalculations. This keeps the investment in the new hire safe for the time being.

The best examples I’ve seen of this practice in action has been those who listen twice as much as they speak. This is consistent across all types of disciplines including leadership, technical, scientific, sales, information technology and operations.

SWOT the first 30 days for People & Systems

Conclude the first 30 days on the job with a SWOT analysis (Strengths, Weaknesses, Opportunities and Threats). What’s Important Now? Even if it’s likely to be light in substance, that is OK. We will compare this with subsequent months in the process.

It is important to conduct the analysis with people and systems in mind. Does this initial analysis support the strategic agenda as it is understood to this point?

Make an initial determination of how best to engage with the current culture as it is understood at this point. (Remembering this is a preliminary assessment) Is it best to soft peddle change management, or is a more aggressive approach required?

Step 4) Through 60 days:

The second full month is all about relationships, tactical capacity, and early wins. It is likely that there were projects underway that can be completed (a win). Or there may have been promises made or implied that were not kept that can be fulfilled, (another win).

Be on the lookout for early wins that build incremental momentum and rapport. Get in the habit of providing genuinely sincerely recognition for the winners.

Also, during this time frame real effort needs to be given to stakeholder & relationship mapping. A key feature of this is conducting the initial talent assessment.

Do we have the right people in the right roles for the right reasons? What changes need to be made to the team that would benefit all, (i.e., fit). What flight risks have been identified? What impact would departures have on business?

What communication planning is contemplated?

In my work as an on-boarding coach for client organizations across the USA, I sometimes run into the “No News is Good News Syndrome.” Both you and the new hire have made a buying decision.

They want to do a good job, be well though of and start strong. Unfortunately, they may be put in a kind of communication limbo in which regular recurring touch points with the boss are not kept.

Opinions and conclusions may get formed based upon noise, which have nothing to do with reality. Big mistake!

Are we aware of and have we addressed any jilted incumbents who wanted the role or backdoor communication trails to sympathetic board members? Unraveling and navigating the politics of a legacy culture can be challenging.

This is not a time to be shy. This is the time to succeed in setting the strategic agenda.

SWOT the first 60 days for Relationships

Conclude the first 60 days with a SWOT analysis for tactical capacity, potential low hanging fruit (wins) and stakeholders relationships. What’s Important Now?

Remember we hire for fit and on-board for retention!

This is a time for defining priorities and focus. Does the team or organization understand a) why they exist, b) what they aspire to become, and c) the behaviors that will make that happen? If not, why not?

This is the recommended time to establish formal 1:1 meeting times with key staff or stakeholders. They may be brief as required but are needed to stay connected and manage expectations.

Step 5) The First 100 days:

The first 100 days are about building trust and commitment to achieve escape velocity (launch). This is a euphemism for escaping the gravitational pull of the old legacy culture that would keep us from reaching great heights. What’s Important Now?

It is also an analogy that we have the proper ground crew, technical staff, navigational staff, guidance systems and flight controls to achieve our mission. All systems are “GO,” and acceleration towards the mission’s goal is taking place.

Trust is interacting with others in ways that give them confidence in one’s future intentions. If relationships are the conduit by which the newly on-boarded leader conducts business, then trust is the currency.

Trust flows from clarity and at the 100 day juncture, we should be clear about roles, goals, and expectations.

SWOT the first 100 days for Communication

Conclude the first 100 days with a SWOT analysis for clarity of communication.

Is communication to the team clear? Is it building cooperation (buy-in) and commitment? Is there any reluctance or resistance to the mission?

The quality of the communication planned during the first 60 days is now being tested. Remove or fix any busted links or defective plug-ins. And do it now.

Having built capacities and installed the right people in the right roles, the new hire begins shifting to more of a strategic role than a tactical one. Has the new hire been given appropriate operational latitude, (or was all that for show and it’s still business as usual?)

The rudiments of succession or high potential identification for upward mobility can begin after proper launch has been obtained and our orbit has stabilized!

Step 6) After the First 100 days: Re-On-boarding

We practice re-on-boarding for addressing potential deficits that may have occurred during the original candidate launch. And this saves money.

There may be several reasons why a new hire may fail to launch successfully. Usually the most dominant reason is fit. Other times it’s technical remediation.

What’s Important Now?

In these cases, we have achieved success in re-on-boarding by planning out precisely what the legacy culture thinks is missing and conscripting them into remedy. This is part of our new hire on-boarding consulting best practices.

We require them to sign off on competencies if they have technical objections that they can’t let go.

Major reasons for failure to launch in new job roles include:

75% fail to establish a cultural fit

52% fail to build teamwork with staff and peers

33% are unclear about what their bosses expect

25% don’t have the required internal political savvy

22% there’s no process to assimilate executives into the firm Business2community

Step 1) Pre-boarding:
Step 2) Day-One Launch:
Step 3) The first 30 days:
Step 4) Through 60 days:
Step 5) The First 100 days:
Step 6) After the First 100 days: Re-On-boarding

Research shows that 40% of executives who change jobs or get promoted will fail in the first 18 months* “The New Leaders 100-Day Action Plan”, 4^th ed, George B. Brandt, (Wiley, 2016)

Given the average cost of back-filling key new hire turn-over, professional on-boarding
consulting is a no-brainer because it will likely pay for itself many times over.

a) stabilize the customer base
b) stabilize the team
c) grow the business

22% there’s no process to assimilate executives into the firm
Business2community