Creating on-boarding programs that set employees up for success

Partnering ResourcesMaya Townsend, Founder

Welcome! Now Get To Work

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On-boarding Counts40%

of senior managers hired from the outside fail within

18 months of hireWells, S. J. (2005). “Diving in.” HR Magazine.

64%of new executives hired

from the outside fail at their new jobs

Snell, A. (2006). “Researching on-boarding best practice.” HR Review.

70% of leaders express

dissatisfaction with their on-boarding experience

Cashman, K. & Smye, M. (2007). “Onboarding. Leadership Excellence.

46% of newly hired employees

fail within 18 months of hire

Leadership IQ Study, 2009.

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Why Do They Fail?

Sources: Concelman & Burns (2006), Salveson Stetson Group (2006), Michael D. Watkins on hbr.org (2007) , Cashman & Smye (2007).

Lack of cultural fit

Difficulty getting things done through others

Lack of connections

Difficulty building relationships

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How can organizations succeed?

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Get C-Level

Support

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Start Before They Start

Image: Anton Chernenko

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Make It a Process: 6+ Months

Coaching

Online training

Six month reviewJob shadowing

Peer guidanceLive training

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Make the First Day a Win

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Connect Them to the Right People

Image: © 2005 NetForm, Inc. Used with permission.

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Help Them Build Their Networks

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Check In On Progress

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Why is the network piece so important?

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Network Critical Connectors Integrate New Hires Quickly & Effectively• Exist in all networks• Critical Connectors comprise

only 5% of the network• Three Critical Connectors

► Hubs► Gatekeepers► Pulsetakers

• Connecting new employees to pulsetakers accelerates the on-boarding process

Image: © 2005 NetForm, Inc. Used with permission.

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High Performers Have Stronger Networks

• Build high-quality relationships

• Invest in relationships to extend expertise, balance biases, and prevent career traps

• Position selves at key network points and leverage people around them

• Cultivate select ties with external experts

The top 20% of employees are more likely to build and maintain personal

networks

Source: Cross, Thomas, & Light, How Top Talent Uses Networks and Where Rising Stars Get Trapped

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Successful Projects have Stronger Leadership Networks

• 93% of completely successful change initiatives were led by people with very strong / strong personal networks

• 73% of less successful change initiatives were led by people with moderate / weak networks

Very Strong36%

Strong57%

Moderate7%

Completely Successful Projects

Strong27%

Moderate55%

Weak18%

Less Successful Projects

Data: NEHRA / Partnering Resources study (2009).

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How have companies leveraged networks to successfully integrate new employees?

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Success Story #1Network Components1. Job shadowing2. Manager coaching3. Manager-facilitated 2-day training

Additional Components4. 16-week blended learning curriculum

► Self-guided e-learning ► On-the-job activities

Source: Sussman, D. (2005). “Getting up to speed.” T+D.

Result $4 million return on a program that cost $931,000

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Success Story #2Network Components1. Customized new leader transition

guide► Internal peer coach interviews► Creates a detailed orientation

guide2. Team introduction

► HR facilitated session with leader and direct reports

3. 90 days of peer guidance

Additional Components4. 6-month check in

► 360-degree feedback ► Review of accomplishments and

areas needing further development.

Result Successfully turned around a situation of high attrition, low performance, and stalled programs

Source: Johnson, L. (2006). Harvard Management Update.

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Maya Townsend, founder of Partnering Resources, helps leaders identify the hidden web of relationships that drive organization performance. Partnering Resources’ client list includes Alcatel-Lucent, eCopy, eTeck, Fidelity, Financial Profiles, Hanover Insurance Group, and Merrimack Pharmaceutical, as well as organizations such as Andover / Phillips Academy, National Air and Space Administration, and the National Braille Press.

Maya teaches leadership, strategy, and alignment at Boston University Corporate Education Center and Northeastern University. Her articles have appeared in CIO.Com, Chief Learning Officer, Mass High Tech, and publications. She serves on the Editorial Review Board for OD Practitioner, the premier OD practitioner journal in the United States.

Partnering Resources is the exclusive East Coast provider of NetForm organization network analysis. NetForm software, developed by Dr. Karen Stephenson, is built on complex mathematical algorithms developed over 30+ years of research with 400+ companies.

For more information:Phone: 617.395.8396Email: maya@partneringresources.comExplore: www.partneringresources.com

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Presentation © 2009 Partnering Resources.