Lynn M. Lorenz, MBA, SPHR 2012 Virginia SHRM State Conference April 23-25, 2012

Transcription

1 Lynn M. Lorenz, MBA, SPHR 2012 Virginia SHRM State Conference April 23-25, 2012

2 } Importance of helping new leaders more quickly integrate into the organization } How a New Leader Integration Process to enhances leader/employee communications } Model to facilitate a New Leader Integration session } What s in it for HR?

3

4 Office Set-up Orientation Paperwork Company Info Introduce to Colleagues Introduce to Employees Meetings with Key Contacts

5 } 90% of employees make their decision to stay at a company within the first six months Study by Aberdeen Group, August 2006 } 40% of newly appointed leaders leave in 18 months Michael Watkins, The First 90 Days, HBS Press, 2003 } First 3 months of a new leader s term are the make it or break it period Robert J. Grossman, Ensuring a Fast Start, HR Magazine, July, 1999 } 80% of new leaders need help, but won t ask Susan J. Wells, Diving In, HR Magazine, March, 2005

6 All organizations need to make onboarding part of any strategy that is focused on workforce retention and productivity Required actions to become best in class: } } } Begin onboarding before the first day of work and extend up to six months to a year after hire Focus on the human element of onboarding and include socialization as a primary focus Identify business issues that can be addressed by onboarding and put in place programs to address them All Aboard: Effective Onboarding Techniques and Strategies, Study by Aberdeen Group, 2008

7 Companies discover they can improve their chances of retaining executives if they involve HR leaders in creating and supporting the onboarding process Actually supporting leadership transition should be viewed as any other business imperative because it is one. Key considerations: } } } Help the leader establish key connections and build strong relationships Help the leader establish goals and organizational needs Talk about the first 90 days of transition activities as getting an extra edge Susan J. Wells, Diving In, HR Magazine, March, 2005

8 Harvard Business School* shows that it takes an average of 6.2 months for a new leader/team to reach the breakeven point The Breakeven point is the point at which new leaders have contributed as much as they have consumed Contribution + 0 _ Value Consumed Value Created Months after entry Breakeven Point Net Contribution = 0 * Michael Watkins, The First 90 Days, Harvard Business School Press, 2003

9 } Shorten the time required for a new leader and team to get up to full speed } Identify and target barriers to peak performance New leaders are often unaware of key issues/ concerns Discussing issues as a group reduces guesswork and misconceptions } Set climate for openness and willingness to confront and deal with issues

10 Johari Window Known to Others I know Arena I don t know Blind Spot Unknown to Others Facade Unknown The Arena is small for new leaders when they first come into the position. To enlarge the Arena they must: Reduce the Blind Spot by soliciting feedback Reduce the Façade by self-disclosure or giving feedback

11 Steps (Roles) Meet with new team leader (HR) Invite team to participate (Leader or HR) Assemble team and leader and present introductory comments (Leader and HR) Capture information from team without leader present (HR) Meet with leader (HR) Facilitate discussion (HR with Leader) Outcomes Expectations for session are established Employees begin to think about questions/ information for leader All participants understand ground rules and process Questions and concerns for leader are identified Leader is prepared to respond to team Team and leader have common understanding about expectations and style; action plans may be developed

12 } Teams often have limited info about a new leader s priorities and style } New leader often unaware of some key issues/ concerns } Can take a while to figure each other out } Helpful to discuss these as a group reduces guesswork, misconceptions } Quick, safe way to communicate issues and questions

13 } Kick Off the Meeting } Review the team s responses and prepare answers to them Open and honest responses Simply say so if uncomfortable/unable to answer Action item list and timeline for items requiring follow up } Lead the discussion with the team Correct misconceptions Provide information/answer questions Pose questions Acknowledge understanding Establish to do s and commit to follow up Thank the group

14 } Background and Experience } Priorities and Goals } Performance Requirements } Risk Tolerance, Mistakes, Innovation } Communication Preferences } Decision Making Style } Ethics } Leadership Style } Personal Interactions

15 You are invited to participate in a New Leader Integration session for MANAGER on Tuesday, November 11 from 9:00 am to 12 noon. The session is designed to reduce the time it takes for a new leader and her team to get to know each other. To prepare for the session think about what you want MANAGER to know about your team, and identify any questions you have for your new leader for example about her priorities, prior experiences, or leadership style. We will also discuss some of the key issues and challenges that you think the team needs to address and reach some agreements about future actions. If you have any questions, please contact me at XXX-XXX-XXXX.

16 9:00-9:10 Review agenda and objectives (leader) 9:10-9:15 Set Ground Rules (facilitator) 9:15-10:30 Team discusses session questions flipchart comments (without leader present) 10:30-11:00 Leader reviews team s answers (without team present) 11:00-12:00 Reconvene as a group and discuss issues Leader takes lead in responding to questions and info from the team Team participates in discussion and clarification

17 } Direct, honest input } Confidentiality no names mentioned, speak for yourself } No out of bounds questions } Acceptable for leader to say I don t know or I m not ready to answer that } Support and respect each other } Listen without judgment } Honor commitments/agreements } Anything else to add?

18 1. What do we already know about our new leader? 2. What else would we like to know about our new leader? 3. What does our new leader need to know about us as a team? 4. What is working well for our team? 5. What are the primary issues and key challenges that our team needs to address? 6. How should we address those issues and meet those challenges? 7. What concerns do we have about our new leader? 8. What one piece of advice should we offer to our new leader to be successful?

19 1. What are some of the things that we already know about MANAGER? What else would we like to know? 2. What are some things that are working well for the team that you would like MANAGER to continue? Things he should start doing? Things he should stop doing? 3. What are the primary issues and key challenges that need to be addressed? What are the major obstacles? Suggestions for overcoming them? 4. What concerns do we have about our new leader?

20 1. When it comes to work, what motivates you? 2. What are your pet peeves (work-related)? (Those things that set you off that we should know about ) 3. What strengths, talents, or skills do you want to contribute to the team? 4. What do you need from team members to be effective? (i.e., in what ways can the team help you to be effective, successful and/or grow professionally?)

21 } Who is a candidate for this session? } Who is not? } When should this be conducted? } What employees should participate? } Do all employees need to be there? } When should HR facilitate?

22 Real success stories from the trenches!

23 } Strategic process for HR to be proactive in identifying and addressing organizational issues - this can assist new leaders to successfully integrate quicker and more effectively } Immediate connection and credibility with new leader Continued support/guidance on action items } Forum for employees to safely voice concerns Minimizes uncertainly that comes with change Can lead to enhanced employee satisfaction, productivity, retention

24

25 Lynn M. Lorenz, MBA, SPHR HR Goddess, Inc.