The rate of executive turnover has increased over the past decade to an all-time high. Although many organizations spend substantial amounts to attract key talent, too few dedicate sufficient resources to ensure that newly hired executives successfully deliver results within an appropriate period of time.
All too often, a company’s on-boarding process is either non-existent or composed of only administrative or “meet and greet” activities that focus on the first 100 days. When asked about their on-boarding experience, most key executives say it was self-directed. Some have taken charge of this effectively; many others have not.
From a recent survey of nearly 30 CEO’s and their respective heads of Human Resources. Here is a sampling of what we heard:
Our research and 25+ years of experience of working with senior executive teams have led to these conclusions:
We provide guidance and support to help new executives and their teams quickly acclimate to each other, focus on top priorities, achieve early wins and set in motion a longer-term plan for a successful ramp-up. Our approach explicitly builds three-way accountability for successful on-boarding. We help ensure that proactive, planned roles are played by the executive, the boss and key stakeholders. We begin by working with the boss to articulate the context, expectations and challenges for the new position, including well-defined success metrics. We then work with the new executive to: