There has been much focus in recent years on the importance of ‘onboarding’ new appointees; ensuring that they successfully integrate into the organisation and amongst other things start adding value in the shortest possible time. But what about the new hire – they also have a role to play in the process. After all, it is not just the responsibility of the employer!
At the recent Annual Global Conference of IRC Global Executive Partners in New York, one of the speakers was Mr John Lawler, Managing Partner of PrimeGenesis. PrimeGenesis is a leading executive onboarding firm and Lawler is the co-author along with George Bradt and Jayme Check of the soon to be published 4th edition of the book The New Leader’s 100-Day Action Plan.
Lawler contends that in complex environments, in times of rapid change and where expectations of new leaders are high, an incoming executive needs to preplan for his or her first 100 days in the organisation to maximise chances of success.
Lawler suggests that four key elements should be present as part of the executive’s personal onboarding plan:
According to Lawler, rather than just ‘showing up on day one’, the leader of today needs to preplan and prepare. This will ensure that the first 100 days are most effectively spent on delivering on the ‘what and how’ as the leader sets up the organisation, division or function for long term success.
You might also be interested in:
Since March 2020, the businesses around the world have changed the way they manage their talent significantly. The workforce has experienced changes, especially in remote work and relationships between employers and employees.
If you want to win the war for talent, skills-based hiring must be a part of your strategy. Judging talent by degrees alone is not enough.