Executive Onboarding

Challenges of Integrating New Executive Hires

When asked to comment on their onboarding experience, many executives respond it felft like “sink or swim”. Their stories share common themes: too few opportunities to network with the appropriate stakeholders, limited availability of relevant information, unclear or conflicting goals and expectations, lack of direction and mentoring. Not surprisingly, high turnover rates are observed among new executive hires - nearly 40 percent of new leaders fail in their new roles within the first eighteen months of their tenure. The figure is even higher for women and minorities. Beyond the damage incurred to the individual, failure to retain key talent early in their tenure negatively impacts the reputation of the organization as an employer of choice and weakens the leadership talent pipeline in the longer term.As a result, many organizations have implemented onboarding processes to curb this talent drain. However, these processes tend to focus on the more tactical aspects of onboarding – a sort of enriched version of good old employee orientation. The more strategic and interpersonal aspects of onboarding are often overlooked. Few organizations have differentiated onboarding processes for new hires at the senior executive level. Moreover little is done to formally measure onboarding effectiveness beyond completion check marks and “happy sheets.” Executive hire attrition figures are certainly informative but would you drive your car only watching the rear-view mirror?

Conducting Effective Executive Onboarding

Executive onboarding serves three main objectives: two-way learning between the onboarding executive and the organization, relationship building and networking with key stakeholders, and acceleration of performance. To achieve these objectives, I strongly recommend the following three steps :

1. Conduct a formal initial assessment of the onboarding executive and the organizational context to determine areas of strength and alignment, as well as potential derailers to watch for during the onboarding process. At Fisher Rock, we use customized combinations of personality, leadership and organizational assessment instruments which may include network analysis, one-on-one interviews, and the Hogan Leadership Forecast Series™.
2. On the basis of the initial assessment result, define an onboarding roadmap that includes a balanced mix of learning activities, communications and networking events. Ultimately, all elements of the onboarding process should support the executive’s strategic priorities.
3. During and after the formal period of onboarding, use customized assessments to gauge the effectiveness of the onboarding process. This helps track process completion and satisfaction as well as transfer of learning, engagement, alignment and performance. One of the assessment I personally favor is a review of the scope and strength of the onboarding executive’s “personal social network” with key stakeholders (leaders, peers, direct reports, clients, etc.) before and after the onboarding phase to determine the effectiveness of the process.

Factors of Onboarding Success

When introducing or modifying an executive onboarding process in the organization, the following factors should be considered:

• The organization’s senior leadership must show its buy-in in visible and inspiring ways.
• Executive Onboarding must be integrated withing a broader Talent Management Strategy and be coordinated with other processes such as talent acquisition and succession management.
• Human Resources has to work as a strategic partner to senior management, steering the mechanics of onboarding but holding management accountable for the successful integration of new executives.