In "How to Onboard New Hires At Every Level" (Harvard Business Review, June 2019) Michael Watkins and co-author Rose Hollister write, "Most large companies do a good job with the basics of signing up and orienting new employees, but far fewer have processes that address the biggest challenges these hires face in fully integrating into their teams and coming up to speed in their roles. For example, in surveys of HR executives, just 29% indicated they provided support for cultural familiarization, even though struggles with culture are a big reason newly arrived leaders fail. This lack of onboarding follow-through has major consequences for time to performance, derailment rates, and talent retention."
Topics: Case Studies, Harvard Business Review, Michael Watkins, New Hire, Onboarding, Career Transitions, Onboarding Systems, The First 90 Days, Executive Onboarding Effectiveness Assessment, Onboarding Journeys, Onboarding Solutions, Rose Hollister
In a recent Power Onboarding Webinar, Michael Watkins and Genesis Leadership Consultants Rose Hollister and Elizabeth Collins shared how Genesis helped a Fortune 500 client design and implement an automated onboarding support system, combining the standard elements of provisioning and compliance with orientation resources and transition acceleration tools. The result: consistent impactful onboarding journeys for employees at all levels.
Genesis produces a Power Onboarding Webinar series hosted by our cofounder Michael Watkins, best-selling author of The First 90 Days and Master Your Next Move, Professor of Leadership and Organizational Change at IMD Business School, and world-renowned authority on leadership transitions. Offered quarterly and attended by professionals in transition as well as HR and talent management leaders, the series covers topics related to onboarding and integrating leaders, teams and organizations.
The First 90 Days was cited in this Forbes.com article about executive exit strategies entitled, “Leaving Well: Why the Last 90 Days Matter.” The author makes the point that while much emphasis is placed on advising leaders in their initial months in role, little advice is offered on how to leave an organization despite the fact that more often than not executives are remembered for their departures.