The Business Imperative for Executive Onboarding AAHSA 2010 Annual Conference. An Aging Services Business Imperative For. EXECUTIVE ONBOARDING

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1 An Aging Services Business Imperative For. EXECUTIVE ONBOARDING PRESENTED BY Sylva Leduc Executive Coach & Leadership Strategist Vice President Regional Operations Manager

2 TODAY WE LL COVER An Overview of Executive Onboarding Recent Research Executive Onboarding at Best Practices from & Sage Leaders Inc. DEFINITION Executive onboarding (also called executive assimilation) is a preventative leadership strategy in which new leaders and executives are supported in quickly becoming productive in their new role/environment. Executive onboarding prevents derailment. Sometimes the executive is supported by an executive coach who specializes in this area. The executive is guided through a structured process that helps her/him to focus on the right activities in the right ways during their first few months on the job so that he or she is working in concert with the Board (or their boss), setting the right direction for the team and making significant progress towards the most important deliverables.

3 Orientation Onboarding Typically a one day event Focuses on the organization s structures, mission & policies Includes a review of the employee handbook Completion of payroll and benefits paperwork Other administrative issues Formal HR process for new employees Extends beyond the first few days Is a systemic process Lasts from 90 days to 18 months depending upon the position Cultivates long term relationship building and access to information Promotes a better understanding of the culture, mission and goals Fosters a feeling of belonging and affirmation of making the right choice Reduces the time it takes to hit the ground running & become productive Formal organization process/plan to increase the installation and acceptance of new leaders OBJECTIVES OF ONBOARDING Increase Learning Accelerate Performance Enhance Relationships

4 KEY ONBOARDING STAKEHOLDERS Executive Human Resources Board IMPACT OF EXECUTIVE ONBOARDING Leadership Team Executive All Employees Outside Community

5 TWO TYPICAL MISTAKES Organization We hired a smart person who can figure it out. Executive I m a smart person, I can figure it out on my own. RESEARCH 30-50% of newly hired executives fail or leave within 18 months at a fully loaded cost of up to 10X salary! 21% of newly promoted executives in the same company fail Only 30% of global executives contacted by Korn/Ferry were satisfied with their onboarding process for new hires. Of 100+ executives interviewed over a two-year period, only 39% were satisfied with their organization s integration efforts. Sources: Sources Michael Watkins, Deloitte, Right Management, Korn/Ferry, Mercer Consulting, Training & Development Journal (August 2008)

6 OUR ONBOARDING RESEARCH Why the study in Aging Services? Grounded Theory Research Theory emerges from real experience CEO and Executive phone interviews ONBOARDING FINDINGS for AAHSA CEOs Phase One Dancing Phase Two Committing Phase Three Transitioning Phase Four Accepting Phase Five Producing

7 ONBOARDING IN ARIZONA Different experiences for CEOs, EDs & other executives/leaders Generational differences Less turnover at senior levels Is it Onboarding or Mentoring? MORE AASHA ONBOARDING FINDINGS Organization Onboarding Practice Use of Professional Coaches and Consultants Advice from Executives Best Practices Following the conference more information will be at 2010

8 s ONBOARDING PRACTICE Develop an onboarding plan before day 1 Home Office orientation CCRC visits and ED shadowing Recommended Readings The First 90 Days The Way of the Shepherd Developing the Leader within You Stakeholder introductions and orientations The Five Levels of Leadership Influence Developing the Leader Within You, by John Maxwell Personhood RESPECT People follow People Development because of who you are and what you represent REPRODUCTION People follow because of what you have done for them Production RESULTS People follow because of what you have done for the organization Permission RELATIONSHIPS People follow because they want to Position RIGHTS People follow because they have to

9 SAGE START ONBOARDING ROADMAP Month 1 Prior to Day One Month 2 Month 3 Months 6-12 re-evaluation SAGE LEADERS ONBOARDING STAKEHOLDERS Board Human Resources Executive Coach Residents Executive Team

10 SAGE LEADERS BEST PRACTICES Listen, observe & ask questions Build relationships and networks Respect the existing culture Be visible & approach people Get clarity on expectations (yours & others) Seek help (from a mentor or executive coach) don t be stoic Develop your vision & convey your leadership point of view Assess & build your team Make early decisions on small quick fixes Celebrate successes RECOMMENDED READINGS The First 90 Days: Critical Success Strategies for New Leaders at All Levels by Michael Watkins Your Next Move by Michael Watkins The New Leader's Day Action Plan by George Bradt Onboarding: Onboarding: How to Get Your New Employee Up To Speed in Half the Time by George Bradt You re In Charge Now What? The 88 - Point Plan by Thomas Neff and James Citrin What Got You Here Won t Get You There by Marshall Goldsmith Developing the Leader Within You by John C. Maxwell

11 FOR MORE INFORMATION If you would like to learn more about whether Executive Onboarding would be advantageous for your community please contact us directly. Sylva Leduc Additional detailed information is at 2010