An onboarding strategy for top managers is an action plan to present your company and systematically involve them in the existing management team within the first 100 days. The aim is to ensure they understand the corporate culture and politics as well as what is expected from them in their new role. Many companies underestimate this practice, which reflects negatively on the turnover of their top representatives.
The costs of finding, selecting, and rewarding top managers are very high; however, losses associated with untapped business opportunities, postponement of important initiatives or declining staff morale are even higher. According to the HR Zone website, the total costs are 10 to 24 times the salary of a lost top manager. So how should you plan the onboarding?
1. Secure preparation even before starting
Once you hire a new top manager, start familiarising them with the corporate culture, key staff and objectives of their work. On their first day at work, they should already know the wider context of the company's business as well as who and what is most important for the company.
2. Manage expectations
Ensure that the new manager knows what they stand for in the company, what they should achieve in their position and how to collaborate with others. Discuss these topics and make the expectations clear. You may involve systematic work with feedback or psychometric tests.
3. Establish the strategic agenda
Involve the new manager in strategic planning. In collaboration with other top managers, ensure they understand their role within the overall corporate strategy.
4. Let them assess their own team
After the first 100 days in their position, the new top manager should know their team. They should be able to decide who will stay or go, who will be given more responsibility, what additional resources will be needed, where to direct the team's development, etc. Provide them with relevant tools to evaluate team members.
5. Introduce key relationships
Save the new manager's time and energy by introducing the key relationships within the company. Focus also on the development of their relationships and collaboration with key people who may offer interesting perspectives and ways of thinking.
6. Introduce corporate culture, including unwritten rules
Discuss together such issues as: What kind of behaviour is valued in the company? What is not written anywhere but is generally expected? How should poor performance be solved?
7. Do not stop communicating
Developing a strategic plan is not the end of your work. You need to communicate it not only to the new top manager but also to others who will be working closely with them. You have to gain their support for your efforts and constantly communicate with them about the progress achieved together.
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