MANAGEMENT

ONBOARDING By Marjorie Derven

Obtain early allegiance to gain a strategic advantage in the war for talent.

Despite dramatic evidence of the “Our values are really embedded than 320,000 employees worldwide,
impending talent shortage, few or- in the organization; they’re not just according to Elizabeth Nieto, global
ganizations adequately protect the on a plaque somewhere,” Russell diversity and talent director of the
investments made when hiring new states. “We say our values are ‘in the Corporate Center at Citigroup.
managers. The traditional orien- water’ because they are so much a “From a talent management
tation program, with its focus on part of AVON.” perspective, we need to break down
policies, procedures, benefits, and Fitting into the culture and estab- silos,” she explains.
other administrative issues, comes lishing key relationships are essen- One effective way that Citigroup
up woefully short when integrating tial to a successful entry. That’s why addresses this is through its 37 em-
employees into organizations. Russell strives to ensure that new- ployee networks (including Hispanic,
In contrast, onboarding is a comers, “become educated about pride, and working parents affinity
systematic process to establish a our cultural norms and become part groups, to name a few), which new
positive trajectory early in a new of the family at AVON.” employees are introduced to on the
manager’s career. The approach, The honeymoon period first day, and which serve as “a great
which includes cultivating key rela- when newly hired managers place to meet people and feel more
tionships and access to information, enter organizations is a singular connected to the organization.”
phased implementation, and defin- opportunity to capitalize on Nieto adds, “We’ve seen that indi-
ing multiple roles, offers a strategic their optimism and “imprint” the viduals who belong to one of these
advantage because few organiza- employer brand, as Libby Sartain and employee networks report higher
tions do this well. Mark Schumann call this process in levels of engagement and loyalty.”
their book, Brand from the Inside. For the organization. Onboarding
BUILDING A BOND New managers need to establish an accelerates the time it takes to
Yet, skeptics argue that new manag- emotional connection to their jobs realize desired productivity. At
ers should be smart enough to figure and the overall organization and will Pepsi Bottling Group, onboarding
things out for themselves. Despite be asking, “Have I made the right is taken very seriously: “We invest a
compelling evidence that “sink or decision by joining this organization? lot to give managers what they need
swim” no longer makes sense—due Will I be able to make a difference to do the job effectively,” notes
to the rate of change, organiza- here? Will my contributions be valued Paulette Alviti, vice president of
tional complexity, and a tenuous by the organization? Will I learn and leadership development.
employer-employee bond caused develop here?” Effective management
by downsizing—it may be necessary onboarding accomplishes the related CULTIVATING KEY RELATIONSHIPS
to present a business case to obtain but distinct needs of both the new Begin your approach to onboarding
buy-in for onboarding. employee and the organization. by using four initiatives to launch
Often, the factors that inhibit a For the new employee. Onboarding new managers into dialogue
new manager’s integration have little reinforces the decision to join with their superiors, encourage
to do with technical competence. and fosters a feeling of belonging.
According to Renee E. Russell, exec- “Managing size and complexity”
utive director of talent management is the number one challenge that
at AVON, understanding organiza- newcomers face when they join
LISTEN TO THIS FEATURE
tional values is paramount. Citigroup, which encompasses more at [Link]/TD/[Link]

APRIL 2008 | T+D | 49

 collaboration, specify expectations, diagnose the factors that make these
PHASED and merge with their new teams. influence relationships work. Estab-
Involve the boss. The new manager’s lishing positive peer relationships
IMPLEMENTATION boss has to be accountable for ad- early on builds a foundation that is
Onboarding provides information dressing relationship and expected critically important, as future conflicts
and tools to new managers when contribution early on, and cannot del- over competing priorities and resourc-
they are ready to use them, and is egate this to HR or any other function. es are inevitable. Such disagreements
best implemented throughout a This must be based on an early dia- can be more readily tackled when rela-
period of weeks or months. Define logue and discovery process. Some key tionships start out positively.
goals and accountabilities explicitly questions that need to be addressed Provide mapping tools to help the
for each phase. with the boss include: new manager define the “inner circle”
• What are the key short- and long- of key internal relationships most criti-
• Prearrival. Ensure that the new term priorities? cal to getting work done, as well as a
manager is welcomed, and that • What are the formal and informal secondary ring of relationships that
key constituents (such as direct channels that will be most critical to may be less integral to the job but still
reports and key customers) achieving expected results? need to be established the right way.
know about the start date and • What factors are most impor- Similarly, external relationships with
relevant background information tant in our working relationship first- and second-tier customers should
about scope of responsibilities. (such as frequency and method of be defined in terms of their needs,
communication)? competitive threats, and an under-
• Introduction and orientation. • What level of support and resources standing of the “value proposition” and
Provide the essential tools to be are available? brand that the organization wants to
functional, such as computer Promote critical relationship net- convey. Relationships within the new
passwords, office equipment, works for collaboration. manager’s network need to be built on
knowledge of office layout, With cross-functional collaboration a foundation of clarity, reciprocity, mu-
administration codes, and access increasingly important in flattened and tual respect, and communication.
to company email and intranet. matrixed organizations, new managers Stipulate links between organizational
must integrate with their counterparts strategy and the new employee’s ex-
• Assimilation. Deliver essential and internal customers effectively. pected contribution.
background information about Early on in the new managers’ New managers must clearly under-
the company strategy, expected entry, set up introductory meetings stand the mission and business of
contribution, short-term goals, that cover not only respective account- the organization and how their work
and key working relationships. abilities within these key networks, but contributes to its success. While clearly
also ground rules for working together some positions have a direct line of
• Integration/contribution. going forward. sight to the business (such as a market-
Define long-term results Newly hired managers must quickly ing manager in a consumer products
and make sure that early assess their key peer networks, as well company), even roles that have a less di-
contributions are visible. as internal and external customers. rect impact (a security manager in a law
Provide tools during onboarding to firm for instance), must have clear links.

FROM ORIENTATION TO ONBOARDING: AN EVOLUTION

SHIFT FROM TO
Focus HR policies and procedures Broad focus on success factors and
company culture
Timing Single event Phased approach
Delivery Classroom-led Use of multiple modalities, includ-
ing web-based and classroom
methods, and CD-ROMs
Responsibility HR Shared responsibility with HR,
new boss, peer coach, and process
owner

50 | T+D | APRIL 2008

 This not only builds greater al- the organization and their jobs. This is it is critical that they understand the
legiance to the overall mission, it an intuitive truth that anyone who has larger cultural context. One model
promotes a strategic mindset. Alviti held the same job, but with different that can be useful for new managers
describes the process at Pepsi Bottling bosses, can readily attest to. to assess teams (or districts or regions)
Group in this way: “We paint a picture As new managers’ success will be that they have inherited is proposed by
of what success looks like and then strongly dependent on the quality of Michael Watkins in his book The First
provide the necessary tools to help their direct reports’ work, it is important 90 Days. Managers can assess the team
new managers assess and develop that they quickly establish credibility with in the following ways:
their business from all viewpoints.” their inherited team and demonstrate a • Start-up mode—characterized by
While background information desire to work well together. Concerns new members, new geography,
about the organization’s key markets, that need to be addressed early on to products, or responsibilities
strategy, competitors, products, and get such relationships started include • Turnaround—where results are short
services may be delivered electronically an understanding of each direct report’s of requirements and decisive action
as background context, translating skill level compared with the required is needed quickly
the strategic vision to the new man- accountabilities. How much supervision • Realignment—where the team has
ager’s span of control must be defined is needed, and what is the assessment of a history of success but has pla-
through a discovery process with the long-term potential? Furthermore, are teaued, and generating renewed
boss and other key individuals. there any immediate performance issues excitement toward shared goals
Help new managers assess their that need to be addressed? is paramount
teams and direct reports. Managers consciously and • Sustaining success—marked by the
Successful integration of new manag- sometimes unconsciously shape the team performing at high levels.
ers promotes more positive relation- culture they want and define how Each type of team transition has
ships with direct reports, and as a things will get done. With responsibility different implications for the manager.
corollary, supports how they feel about to reward desired behaviors and results, A misalignment will seriously sidetrack

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APRIL 2008 | T+D | 51

progress. Clearly, a newly hired manager assumes part-time responsibility, armed that requires interpersonal interaction
has the potential to unleash new levels with a checklist, to orchestrate resources is best delivered in a classroom setting.
of productivity, enthusiasm, and dis- and ensure quality control so the new The new manager assimilation pro-
cretionary effort from his direct reports manager gets the right information gram at Citigroup is an example.
and teams, or conversely, to severely at the right time. Note that this role “Direct reports submit questions or
disrupt productivity. is not needed in every case, but it concerns in writing to the new manager,
is especially important if there are who prepares responses so that they
DEFINING MULTIPLE ROLES remote geographies involved or if the start the relationship with an awareness
While the new manager assumes new manager is in a unique job with of key issues and get these addressed
personal responsibility for learning, specialized needs. early on,” Nieto explains.
delivery of onboarding phases Lastly, a peer coach is available as a A similar process is used at AVON,
requires a coordinated interplay of sounding board and can provide orga- according to Russell. If geography
many important roles. These roles nizational direction and insights in a or small numbers make classroom
include an executive sponsor, who lower-risk relationship compared with delivery impractical, content can be
provides resources, visibility, and the new boss. This role, Alviti explains, delivered by a designated peer coach
support for the initiative, and ensures “is a great opportunity for individuals and the manager.
there is accountability for doing this. to distinguish themselves from their
Another is the new manager’s boss, peers,” and is used by Pepsi Bottling THE PAYOFF
who acts as the direct conduit to the Group as one consideration for moving Clearly, successful onboarding of new
organization and provides direction to higher levels of responsibility. managers has a larger impact that
about expectations. extends beyond the newcomers.
The training and development de- VARYING DELIVERY Direct reports’ level of commitment
partment and HR often have responsi- Content about the organization that is and engagement, productivity that
bility for the design of the onboarding core, common, and critical can be de- depends on shared coordination
process, working closely with subject livered online and modified as needed across the organization, and
matter experts. A process owner then for a wide range of jobs. Information achieving expected results all relate
to a positive start.
“I want to know if the person has
been integrated into AVON? Do they
understand how we make money? Have
they set goals for themselves at the out-
set?” Russell explains. These are among
the factors Russell analyzes to deter-
mine if onboarding is effective.
Onboarding for new managers
protects the investment made during the
talent acquisition process. “Onboarding
has a huge payoff for us,” Alviti
emphasizes. “Good onboarding directly
correlates with reduced turnover.”
An integral part of talent management,
onboarding helps organizations realize a
strategic advantage over others who fail to
manage the early entry period. T+D

Marjorie Derven is managing partner with

HUDSON Research & Consulting in Piermont,
New York; mderven@[Link].

WHAT DO YOU THINK?

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52 | T+D | APRIL 2008