A Heidrick & Struggles study of 20,000 executives found that 40% of those hired at senior level left 18 months later.
If the first 120 days in a new role determines long-term performance, what makes them successful?
Understanding what positively impacts the first four months – or 120 days – in role sets the barometer for performance and success long-term. The H&S study certainly indicates something was lacking in their executives’ onboarding experiences. And this leads me to ask whether enough emphasis is placed on induction with organisations today.
I’d argue that one of the most crucial questions HRs, executives and leaders should be asking today is: Are you investing in recruitment instead of your people’s success?
In my coaching experience too many firms spend enormous amounts of time and money on the process of recruitment then leave the recruited ‘expert’ to sink or swim!
Whilst on-boarding can be a complicated transition for any person start by giving your new staff the best chance to succeed by asking these three questions.
- What are the results you want?
Reviewing your approach to recruitment and onboarding starts with asking what you want your new recruit to deliver. Looking at how these are delivered is just as important as what and when. Investigate how clearly you currently define these to a new recruit and what tools you can offer them to go further and achieve more.
How many times have you met someone new to a job who says ‘this isn’t the job that was advertised?’ It is at this point that the rot towards the 40% failure sets in.
- What needs to be known?
Making all the business critical information available at the onboarding stage seems obvious. But it’s surprisingly common to see a lack of resource, reading and orientation for new staff. If you haven’t already, create an onboarding guide, offer personal orientations with key colleagues and take the time to introduce new staff to your culture and history.
- Who best demonstrates best practice?
One of the most effective ways to demonstrate what good looks like is by asking high performers to mentor or induct new people to the business. Performance is a visible thing – if your recruit wants to succeed, they will see how results have been achieved, and will look for new ways to achieve even more. And inspiration trumps all other methods of goal setting, so find people who will motivate others.
These three areas can prove pivotal to any new recruits success or failure an are often either missed or paid lip service to in this crucial transition phase.
About the Author:
Alan Denton is a highly experienced executive coach who has successfully worked with transiting executives across a number of sectors both in the UK and Internationally.
Get extraordinary results from new roles and spend less on recruitment with The Results Centre’s 120 Days onboarding coaching programme