Supporting new-hire onboarding dramatically increases time-to-performance and reduces failure rates by up to 40%! Based on @MichaelDWatkins’ in-depth research into the vast array of HR Onboarding Programs offered by global organizations published in his article, “Onboarding Is Not Enough,” (Harvard Business Review May/June 2017), Genesis Advisers is launching a new Organizational Onboarding Effectiveness Assessment.

According to @MichaelDWatkins, “Many businesses think they are doing a good job of bringing newly-hired executives into the fold when they actually aren’t. Nearly all large companies are competent at the administrative basics of signing leaders up, but that level of onboarding does little to prevent the problems that can arise when these people start working with new colleagues and grappling with unfamiliar cultural norms and expectations. Companies vary widely when it comes to how much effort they put into integration, with major consequences in terms of time to performance, derailment (through termination or resignation), and talent retention.”

To help companies understand what executives must do to become effective in their new roles and how to help them accomplish that more quickly, Genesis Advisers has developed an Organizational Onboarding Effectiveness Assessment. The Assessment framework is based on the Five Core Transition tasks outlined in “Onboarding Is Not Enough,” and excerpted in our Genesis Advisers April 19th Blog Post. In fewer than five minutes, and at no cost to your organization, you can pinpoint exactly how serious your company is about onboarding by clicking the “Take our New Assessment” link at the bottom of this blog post and printing the summary on Your Results page. The Assessment generates a numeric score for each of the Five Core Transition Tasks, as well as a total score indicating how serious your company is about onboarding new talent based on the following four-level spectrum of support:

Sink or swim. Companies at this level—we call it level 0—do little more than provide a new executive with space and basic resources such as technology and assistants. Our research shows that about 5% of global companies offer such minimal support.”

“Basic orientation. This is level 1 in our model. It involves sharing information about company policies, team member evaluations, organizational structure, strategy, and business results. Essentially, the company provides raw data, and the new leader studies and interprets it independently. If the executive is given anything more qualitative, there is no support to ensure that its significance is well understood. Our research shows that about two-thirds of all global companies still take this approach.”

“Active assimilation. Here, at level 2, the company organizes meetings with key stakeholders to accelerate a transfer of deeper knowledge about the business, the team, the culture, and strategic priorities. At most, our research suggests, 25% of global companies have invested in this level of support. Although it goes beyond the bare minimum, without a shared understanding of major differences between an executive’s former context and the new one, it can be difficult to know how much meeting time will be needed. And without prior briefing, the executive may neglect organizationally sensitive issues that he or she should address.”

“Accelerated integration. At level 3—the ideal—the company orchestrates custom-designed experiences that enable a new leader to integrate more fully and rapidly. These might include team- building workshops and deep-dive discussions about strategy. The organization helps the new executive identify specific cultural challenges to be overcome, as the global communications company does with its questionnaire about previous ways of working.”

Take our new assessment to find out how well your organization supports newly-hired leaders compared with our global sample, and to clearly identify what you can do to accelerate the integration of new talent today!