ONBOARDING

ISN’T
ENOUGH? Sadhana Tiwari (64)
Souradipa Kanjilal (81)
Falak Zarin (94)
Sharmeen Khan (97)
 The action or process of integrating a new
employee into an organization or familiarizing a
new customer or client with one's products or
services.

Onboarding is an apt term for the way many

companies support new leader’s transitions,
What is because not much more is involved than bringing
the executives safely on deck.
onboarding?
 To bring (people or groups with particular
characteristics or needs) into equal
participation in or membership of a social
What does group or institution.
integration “Integration” suggests a more aspirational
mean? goal- doing what it takes to make the new
person a fully functioning member of the
team as quickly and smoothly as possible.
The biggest
stumbling
blocks for
new leaders
Where companies
provide support
and where they
don’t
The Five
Tasks
1. Assuming operational
leadership
• Strength, Weaknesses,
Opportunities and Threats of
the business
• Credibility of the new leader
• Impact of decisions in
defining effective leadership
3. Aligning with stakeholders
• Support of stakeholders
• How and when to connect
with people
• How decision making works
2. Taking charge of the team in the organization
• Centers of power
• Balance between allowing
fresh intake and giving
previous insights
• Facilitating sessions
• Avoiding misperceptions
• Scope for Constructive
Feedback
 4. Engaging with the culture

• Values and norms of

organization
• Acceptable behavior
• Fine line between
organization’s culture and
bringing change
5. Defining strategic intent

• Shaping strategy
• Clear goal
• Transformation of
The Five corresponding
organizational
Tasks elements
Sink or swim Basic orientation Active assimilation Accelerated integration

Companies at this It involves sharing The company The company

level do little more information about organizes meetings orchestrates custom
than provide a new company polices, with key stakeholders designed experiences
executive with space team member to accelerate a that enable a new leader
and basic resources evaluations, transfer of deeper to integrate more fully
such as technology organizational knowledge about the and rapidly. These might
and assistants. structure, strategy, business, the team, include team-building
Research shows that
about 5% of global
and business results.
Essentially, the
the culture, and
strategic priorities. At
workshops and deep-
dive discussions about Social
companies offer such
minimal support.
company provides raw
data, and the new
most, our research
suggests,25% of
strategy. The
organization helps the Groups
leader studies and global companies new executive identify
interprets it have invested in this specific cultural
independently. level of support challenges to be
overcome, as the global
communications
company does with its
questionnaire about
previous ways of
working.
 Assessing
companies
onboarding
effectiveness
 1 2 3

 In each column check of the  Add up the check marks in  Add up the check marks in
elements that are part of the every column to see every row to determine
process company’s spectrum of company’s score for
support. supporting the five tasks.

4 5
 Compare each column score  If there is few or no

How it and each row score with the

average score of the
checkmarks or comparatively
less score then the
works? companies. organization is taking sink-or-
swim approach to onboarding.
 Combine to find the total
score
  Today integration support became standard practice
in any organizations.
 New aspiring leaders can see the value of integration.
 The people work with can rely on the executives.
 Stakeholders understand the roles they must play in
Ending new leaders.
 Inspite of pressure on budget, integration support is
seen as necessary investment that yields tangible
results for both business and the new hires.
 Organizations focus on securing right leaders for key
roles but they overlook the need for necessary
resources to help them with their transitions.
THANK YOU