I guess it was the new calendar that I opened the other day, or maybe it was the list I made of things that I wanted to accomplish both personally and professionally, or maybe it was the barrage of media that switched from gift ideas to weight-loss programs, but I have definitely been thinking about resolutions.
Resolutions don’t always have to be something pledged on Jan 1 and forgotten by the 15th. They can be planful changes made based on research, best practices and implemented strategically over time. Those are the changes that stick.
If your organization’s onboarding program is in need of updating, overhauling or even just started, there are more resources available now more than ever.
There is a new report out by SHRM titled, Onboarding New Employees: Maximizing Success, by Dr. Talya Bauer. Its purpose, by my read, is twofold: to give the most recent information about what is being done inside organizations with regards to onboarding, and to give HR professionals some suggestions for putting the best practices into place in their organizations.
The author’s research-based model of onboarding also fits well with our own onboarding solution model of successful onboarding. Both focus on three core pieces; gaining knowledge, building relationships and getting/acting on feedback, delivered over about a four-month time period with a blend of coaching and technology.
It is most interesting to note that the biggest take-away is that onboarding seems to have left its “nice to have” status in the HR world and entered in the “must have” category.
The paradox of insular language
1 year ago
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Leaders often fail for a few common reasons: due to unclear or outsized expectations, a failure to build partnerships with key stakeholders, a failure to learn the company, industry or the job itself fast enough, a failure to determine the process for gaining commitments from direct reports and a failure to recognize and manage the impact of change on people.
John G. Self of JohnGSelf Associates, Inc., an executive search firm in Dallas, TX, said, "When I first read L. Kevin Kelley’s comments in the Financial Times – that 40 percent of 20,000 executives that Heidrick & Struggles placed quit, were fired or forced out in 18 months – [I] was astounded. As a recruiter, I have never had that kind of failure rate. But I have since read other studies and apparently, between the poor recruiting processes and the refusal of executives to reach out for help, Heidrick’s experience is apparently an industry average."
Executive onboarding coaching of the newly recruited or promoted executive can turnaround this high rate of failure.
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