On Boarding Ppt

By Tom Northrop, SPHR Regional Vice President The New Options Group

Executive CoachingExecutive Coaching&&

On-Boarding On-Boarding ProcessProcess


High High agreement. . agreement. . . .

Low Low SuccessSuccess

On-Boarding Process: On-Boarding Process: The The process of integrating new process of integrating new employees into the organization, employees into the organization, of preparing them to succeed at of preparing them to succeed at their job, and to become fully their job, and to become fully engaged, productive members of engaged, productive members of the organization.the organization.


Benefits:Benefits:•StrategicStrategic•Enhances performanceEnhances performance•Improves moraleImproves morale•Employee RetentionEmployee Retention

Liability:Liability:““Sink or swim”Sink or swim”

On-Boarding On-Boarding ProcessProcessOn-Boarding three-step process:On-Boarding three-step process:

1.1.Get clarity around expectationsGet clarity around expectations2.2.Ask what is important to learn Ask what is important to learn

and from whom to learn itand from whom to learn it3.3.Ask about the processes, Ask about the processes,

procedures and changes the procedures and changes the organization intends the organization intends the executive to implement at the executive to implement at the end of three months, six months end of three months, six months and one yearand one year

On-Boarding Process On-Boarding Process before getting startedbefore getting started

Beyond office supplies:Beyond office supplies:Completing Employment FormsCompleting Employment Forms PayrollPayroll Direct DepositDirect Deposit WithholdingsWithholdings Pay SchedulePay Schedule BenefitsBenefits

Systems AccessSystems Access Access e-mailAccess e-mail Extranet / InternetExtranet / Internet Voice MailVoice Mail New Telephone NumberNew Telephone Number KeysKeys

Pass codes / SecurityPass codes / Security Security Access CodesSecurity Access Codes Company Identification CardsCompany Identification Cards

Business Accessories Business Accessories Business CardsBusiness Cards Company Credit CardsCompany Credit Cards Phone CardsPhone Cards

Work StationWork Station Secretarial SupportSecretarial Support OfficeOffice Office FurnitureOffice Furniture Computer EquipmentComputer Equipment Office SuppliesOffice Supplies

Who, What, WhereWho, What, Where Organizational ChartOrganizational Chart Employee DirectoryEmployee Directory Employee ManualEmployee Manual Plant TourPlant Tour

HR IssuesHR Issues Position DescriptionPosition Description Training ScheduleTraining Schedule Dress CodesDress Codes HoursHours

Company ReviewCompany Review The Company’s web-siteThe Company’s web-site Corporate HistoryCorporate History Corporate CultureCorporate Culture Vision, , ValuesVision, , Values

On-Boarding On-Boarding ProcessProcessStakeholders:Stakeholders:People inside or People inside or outside your firm who outside your firm who have a vested have a vested interest in the interest in the success of your success of your endeavors (and in endeavors (and in whose endeavors whose endeavors you, reciprocally, you, reciprocally, have a vested have a vested interest).interest).

On-Boarding Process - On-Boarding Process - RelationshipsRelationships

On-Boarding Process - On-Boarding Process - RelationshipsRelationships

Prior to conducting any stakeholder diagnostics, Prior to conducting any stakeholder diagnostics, make sure you think about:make sure you think about:•the relationshipthe relationship

•its importance to your goalsits importance to your goals

•each stakeholdereach stakeholder’’s potential questions about s potential questions about your roleyour role

•your questions of themyour questions of them

•your potential sources of agreement or conflictyour potential sources of agreement or conflict

•the tone and approach you wish to take.the tone and approach you wish to take.

On-Boarding Process – On-Boarding Process – first two weeksfirst two weeks

Align with Align with BossBoss:: The following issues are discussed The following issues are discussed formally and clarified between the new leader and the boss.formally and clarified between the new leader and the boss.

The new leader’s roleThe new leader’s role:: Where he/she fits in the Where he/she fits in the organizationorganization

Mutual ExpectationsMutual Expectations:: What both parties expect of one What both parties expect of one anotheranother..

DecisionsDecisions: : Define decision boundaries & parametersDefine decision boundaries & parameters

Communication PreferencesCommunication Preferences: : Mutual preferences on how Mutual preferences on how to connectto connect

Current Current “hot issues”“hot issues” in the organizationin the organization


Identify KnowledgeIdentify Knowledge GapsGaps

Within the first month, Within the first month, begin to identify the begin to identify the knowledge/skills that are knowledge/skills that are ideally needed to be ideally needed to be successful in this role, successful in this role, and identify strengths and identify strengths and gaps.and gaps.

On-Boarding Process – On-Boarding Process – Setting GoalsSetting Goals

Critical Goals you must achieve in one Critical Goals you must achieve in one year, including the criteria by which each year, including the criteria by which each will be measured:will be measured:Goal Goal __________________________________________________________________

Progress within the Progress within the First 90 DaysFirst 90 Days

Progress within Progress within 6 Months6 Months

Progress within Progress within 12 Months12 Months

On-Boarding Process – On-Boarding Process – first three weeksfirst three weeks

Engage in “Fast Start” Process with Engage in “Fast Start” Process with Direct ReportsDirect ReportsLearn about your direct reports by formally Learn about your direct reports by formally clarifying/discussing the following issues a 1:1 meeting:clarifying/discussing the following issues a 1:1 meeting:

Understanding the IndividualUnderstanding the Individual:: Who are each of your direct Who are each of your direct reports? reports?

Understanding the RolesUnderstanding the Roles:: Where each direct report fits in Where each direct report fits in the organizationthe organization

Priorities and IssuesPriorities and Issues: : What is most important to each direct What is most important to each direct report?report?

Mutual ExpectationsMutual Expectations: : What are expectations about What are expectations about autonomy, decision making, and communication with each autonomy, decision making, and communication with each direct report role?direct report role?

On-Boarding Process – On-Boarding Process – first monthfirst month

Engage in “Fast Start” Engage in “Fast Start” Process with Process with Your Team Your Team

Establish direction and clarify Establish direction and clarify expectations within your team expectations within your team by holding a formal by holding a formal “assimilation” meeting to “assimilation” meeting to accelerate relationship accelerate relationship building and lay the building and lay the foundation for effective foundation for effective teamwork.teamwork.

On-Boarding Process – On-Boarding Process – Month 4 - 7Month 4 - 7

ImmersionImmersion•Fine tuned, exploratory learningFine tuned, exploratory learning

•Managing the businessManaging the business

TasksTasks•Develop a deeper understanding of the situation and the Develop a deeper understanding of the situation and the people; see underlying patterns; question things more people; see underlying patterns; question things more profoundly.profoundly.

•Reassess priorities.Reassess priorities.

•Settle questions and problems concerning key personnel; Settle questions and problems concerning key personnel; work out differences.work out differences.

•Prepare for reshaping actions, perhaps major changes in Prepare for reshaping actions, perhaps major changes in strategy or organization or both.strategy or organization or both.

ResultsResults •Little change, but important learningLittle change, but important learning•Fuller knowledge of organizational / departmental Fuller knowledge of organizational / departmental needs.needs.



ReshapingReshaping•Intervention and action-oriented, a very busy time. Acting Intervention and action-oriented, a very busy time. Acting on the revised concept.on the revised concept.

TasksTasks•Reconfigure organization / department based on new Reconfigure organization / department based on new understandings.understandings.•Deal with underlying causes of residual problems.Deal with underlying causes of residual problems.•Open to unanticipated problems that emerge as a result of Open to unanticipated problems that emerge as a result of former changes.former changes.

ConsolidationConsolidation•Evaluate learningEvaluate learning•Follow-throughFollow-through



Leaders stand out by being different. They Leaders stand out by being different. They question assumption and are suspicious of question assumption and are suspicious of tradition. They seek out the truth and make tradition. They seek out the truth and make decisions based on fact, nor prejudice. They decisions based on fact, nor prejudice. They have a preference for innovation.have a preference for innovation.

On-Boarding Process – On-Boarding Process – Rising to the next Rising to the next level level

Difference Between What Managers and Leaders Do

Management Leadership

Working in the system Working on the system

React Create opportunities

Control risks Seek opportunities

Enforce organizational rules Change organizational rules

Seek and then follow direction Provide a vision to believe in and strategic alignment

Control people by pushing them in the right direction

Motivates people by satisfying basic human needs

Coordinate effort Inspire achievement and energize people

Provide instructions Coach followers, create self-leaders, and empower them


Newly Promoted Senior Manager / Executive

Classic Managerial Work New Leadership Task

Planning Creating vision and empowering

Organizing the hierarchy Aligning the web of relationships

Inspiring Measuring

Controlling Coaching

On-Boarding On-Boarding ProcessProcessLeading Change Leading Change Leadership is about getting people to Leadership is about getting people to abandon their old habits and achieve new abandon their old habits and achieve new things, and therefore largely about change things, and therefore largely about change - about inspiring, helping, and sometimes - about inspiring, helping, and sometimes enforcing change in people. enforcing change in people.

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On Boarding Ppt