Manager Onboarding
Manager Onboarding
Manager Onboarding
Establishing A Model
Executive Onboarding
Program
October 2011
Table of Contents
INTRODUCTION..............................................................................................................3
What is Executive Onboarding .........................................................................................3
THE BUSINESS CASE FOR EXECUTIVE ONBOARDING ......................................4
Defining the Problem .........................................................................................................4
The Current State of Executive Onboarding in the Federal Government ...................5
ONBOARDING DIVERSE EXECUTIVES ....................................................................6
Cultural Awareness ...........................................................................................................6
Political Appointees ...........................................................................................................7
External Hires ....................................................................................................................8
PROGRAM ADMINISTRATION AND IMPLEMENTATION ..................................8
What to Consider when Implementing an Executive Onboarding Program ...............8
Executive Onboarding Program Derailers ....................................................................11
Views from New Senior Executives ................................................................................11
PROVEN TECHNIQUES & BEST PRACTICES IN
EXECUTIVE ONBOARDING .......................................................................................13
Private Sector Organizations ..........................................................................................13
Technology for Onboarding Programs ..........................................................................15
Networking .......................................................................................................................16
MEASURING SUCCESS................................................................................................16
EXECUTIVE ONBOARDING FRAMEWORK: KEY COMPONENTS .................16
CONCLUSION ................................................................................................................17
APPENDIX A - SAMPLE STRATEGIC QUESTIONS ..............................................19
APPENDIX B EXECUTIVE ONBOARDING PROGRAM FRAMEWORK FOR
THE FEDERAL GOVERNMENT ................................................................................21
3
INTRODUCTION
We like to think that executives will hit the ground running and try to schedule a full day of
meetings on their first day. -- quote from an SES Executive Onboarding Forum participant
On May 26, 2010, the Office of Personnel Management (OPM) partnered with the Senior
Executives Association (SEA) and the Partnership for Public Service (PPS) to host an
event where 115 individuals including expert consultants, experienced and newer
Senior Executive Service (SES) members, and executive resources (ER) and training
professionals gathered to discuss the importance of, and challenges to, onboarding
Federal senior executives. During the event, experts presented their existing executive
onboarding programs, and SES members shared their experiences and recommendations.
Participants spent the second half of the day identifying components of an effective
executive onboarding program.
As a result of this collaborative effort, OPM has developed this manual as a tool to assist
agencies in creating an executive onboarding program and a business case for it. This
document contains the end product of this 1-day event: an executive onboarding
framework with information on the steps that are critical to developing and implementing
a successful formal executive onboarding program from pre-boarding through the first
year.
What is Executive Onboarding?
I had to ask where my office was There was a nametag on my door, but the office had an
antiquated computer and no Blackberry. - quote from an SES Executive Onboarding Forum
participant
http://www.cronos.dk/upload/File/Inspirationsmateriale/Onboarding%20Book%20Executive%20Summar
y.pdf
2
http://www.cashnet.org/meetings/2007_Workshops/Fall07Handouts/OCDEOnboardingCASHHandout.pdf
Documented examples show that the effective onboarding of executives minimizes the
need for terminations and costly replacements, by helping newly placed executives
navigate the areas most critical to their success. 5 In light of the current hiring challenges,
high-performing organizations use effective onboarding strategies to assimilate their
leaders strategically; they do not apply a "sink or swim" mentality to new executives.
Instead, these organizations understand they must provide support systems for new
executives. 6 The most successful organizations understand they may choose to invest
3
http://www.opm.gov/ses/executive_development/GettingXintoSES.pdf
http://www.fmpconsulting.com/news_files/Spotlight%20on%20Executive%20Onboarding.pdf
5
http://files.e2ma.net/10245/assets/docs/onboarding.pdf
6
http://www.psychologytoday.com/blog/wired-success/201005/ceo-failures-how-boarding-can-help
4
5
valuable time and money positioning their executives to succeed rather than expending
those same resources in lost productivity and turnover.
The Current State of Executive Onboarding in the Federal Government
Organizations Mistake
We have hired a senior person. She should be able to figure it out.
Executives Mistake
I am a smart person. I need to prove myself and make my mark as soon as possible.
While many Federal agencies have established comprehensive onboarding programs for
their employees, few agencies have implemented an onboarding process specifically
geared toward assimilating and acculturating executives. Instead, agencies treat
executive onboarding as a crude extension of employee orientation or with the nonchalant
expectation that the executive will figure it out. Some agencies do not emphasize the
onboarding of new executives because they wish to avoid insulting established
professionals, who may perceive an executive onboarding program as suggesting they
require additional assistance. In fact, research indicates the onboarding of executives
often is even more critical because of the significantly greater performance expectations
executives face and the greater impact they have on the overall performance of the
organization. Only a few agencies have implemented successful onboarding programs,
including the National Science Foundations New Executive Transition (NExT) Program
and the executive onboarding programs within the Department of the Navy and the
Department of Treasurys Office of the Comptroller of the Currency.
Because OPM recognizes the value of the ongoing assimilation of executives and other
employees into Federal agencies, OPM has included a year-long orientation process
among the five components of its new End-to-End (E2E) Hiring Roadmap. Though not
specifically geared toward leadership positions, the E2E Hiring Roadmap can be used to
help ensure Federal agencies recruit and retain the top talent they need to meet the
complex challenges of the 21st century.
Additionally, OPM coordinates with the White House to conduct periodic 2-day
executive orientations (i.e., SES briefings) for new SES members and equivalents.
During these orientation sessions, participants learn about the President's agenda, vision,
and values, and discuss the unique challenges they may face with their new leadership
responsibilities. OPM has also partnered with the White House Offices of Presidential
Personnel and Cabinet Affairs to create the Presidents Appointee Leadership Program
(PALP) -- a 1-day program for noncareer SES and for Schedule C appointees, which
cascades down from a leadership program at the Cabinet Secretary level. The main focus
of this orientation program for political appointees is to establish the alignment between
the administration and executives. Agencies are encouraged to use the SES orientation
sessions and the PALP as an integral part of an executive onboarding program.
6
Agencies should also consider the need to develop onboarding solutions that address
three types of newer SES members:
Those who have grown within the agency;
Those from outside the agency (but still within Government); and
External hires from outside the Federal Government.
http://www.labmanager.com/articles.asp?ID=307
http://www.ere.net/2008/11/17/onboarding-program-killers-15-common-errors-to-avoid/
9
http://onboardingmargin.com/2010/11/integrating-diversity-inclusion-initiatives-with-new-hireonboarding-programs/
10
http://www.gcpartnership.com/EconomicInclusion/Commission/~/media/Files/Inclusion/McCorvey_onboarding-socialization.ashx
8
Political Appointees
Agencies may apply the steps of the Executive Onboarding Framework contained in this
manual to assist all types of executives in their transition into new organizations;
however, agencies should bear in mind special considerations for political appointees. In
September 2008, the National Academy of Public Administration, the Partnership for
Public Service, and the University of Pennsylvanias Fels Institute published the results
of a study entitled Speeding up the Learning Curve: Observations from a Survey of
Seasoned Political Appointees. This study surveyed a group of Senate-confirmed
appointees of former President George W. Bush, some of whom had performed
substantial public service prior to their political appointments. The appointees shared
their onboarding observations and experiences.
Survey respondents noted six key observations, for which agencies should provide
education and support during the onboarding phase:
Performance and results matter. Survey respondents said they thought two
dimensions of performance were important or very important: measuring
organizational results, and evaluating employee performance. Respondents
emphasized the importance of leaders setting standards of performance and
measuring progress against those standards, over the importance of managing
financial, contract, or pay and benefits issues. Additionally, respondents focused
on their need to understand expectations for their performance clearly and to
receive direction on how their performance would be measured.
8
knowledge of the agencys policies and processes; (2) support for the goals of
agency political leaders; and (3) an understanding of the agencys internal culture.
11
External Hires
Executives hired from outside the Federal Government are typically valued for their new
skills and different perspectives, as well as their willingness to implement change 12;
however, Federal agencies need to actively help these newly-hired executives transition
into their new positions if they want to reap the benefits of external hiring. Research
reveals that external executive hires that are not provided with this type of support are
more likely to fail than insiders promoted to executive positions. Studies indicate the
success of incoming executives largely depends on the following:
Agencies may help new executives with the first two requirements by providing
information and guidance on the culture and team dynamics of the organization.
Agencies may accomplish the third element by conducting individual assessments of new
executives to inform onboarding and developmental strategies that will help the new
executives integrate more successfully into the new organization with a shorter transition
period.
11
http://transition2008.wordpress.com/2009/05/12/lessons-learned-past-political-appointees/
http://jmo.e-contentmanagement.com/archives/vol/17/issue/2/article/3743/onboarding-externally-hiredexecutives
13
http://managementhelp.org/blogs/leadership/2010/11/10/executive-onboarding/
12
What are the key relationships that are going to make or break a successful
transition for a new SES member?
How will you obtain commitment from upper management?
Enabling successful transitions for executives hired from outside the Federal
Government;
Developing executives awareness of the agencys mission, culture, people, and
business processes; and
Promoting the value and understanding of diversity management and inclusion.
10
month follow-up), helping executives stay engaged and focused on learning throughout
their onboarding period. Agencies should facilitate networking and relationship-building
by providing information on, and interactions with, cross-agency organizations and
employees. For example, some organizations pre-schedule one-on-one meetings between
the new executive and key organizational contacts during the executives first 30 days.
Agencies may also offer informal meet-and-greet gatherings to bring leaders together to
network and share information.
Frame the program in terms of hours
When onboarding executives, agencies should clearly and specifically articulate the time
frames for executives to complete the required tasks, allowing the executives to more
effectively plan and schedule time to complete the tasks. In typical onboarding
programs, executives are assigned tasks to be completed at various points during the
onboarding stage (e.g., the first week, the first 30 days, 60 days, 90 days and, finally, the
first year). Ideally, the new executives manager will provide the executive with a
calendar already populated with onboarding tasks, as well as other essential meetings and
activities, to help the new executive structure his or her schedule and time.
Establish clear accountability mechanisms
Agencies should define and clearly communicate to new executives how the executives
will be held accountable for completing the onboarding program in order to ensure
effective participation. Agencies may include the executives supervisor as a key
facilitator in the onboarding and long-term integration process to bolster accountability
by ensuring the new executives onboarding needs are being addressed and by monitoring
performance.
Establish program metrics and evaluation criteria
Onboarding programs should ultimately have a positive impact on both individual and
organizational performance; therefore, agencies should identify and establish meaningful
evaluation criteria to measure program success. The establishment of meaningful metrics
(e.g., retention rates, performance ratings, and organizational performance measures)
helps to ensure that an agencys onboarding program is aligned with the agencys larger
strategic goals. Agencies should also conduct regular evaluations to monitor program
success and identify necessary adjustments to the programs design and delivery.
Keep the new executive's family in mind
Agencies may readily enhance the effectiveness of onboarding programs by considering
how to support work/life issues, including how the onboarding programs may help the
families of new executives adjust to a new job, particularly where the job required
relocation. 14
14
http://www.fmpconsulting.com/news_files/Spotlight%20on%20Executive%20Onboarding.pdf
11
Executive Onboarding Program Derailers
The following are several common omissions or obstacles to successful onboarding
programs:
15
Family issues provided a disincentive for accepting SES jobs (e.g., personal
transitions, living away from family).
Going to an agency where the new executive did not know anyone.
The deputy in the office had applied for the SES position and had expected to
be selected.
http://www.hrnetworkgroup.com.au/newsletter/issue29.html
12
Interactions with the Secretary and major division heads provided a good
learning experience and opportunity to meet people
Knowing what you know now, what would you have done differently during
transition?
13
14
agency, and their role in contributing to the organization. Executives use the
results of this exercise to develop an action plan by the 90-day mark, which serves
as a foundation for discussing the way forward with senior leadership.
Require managers to bring the answers to the 90 questions with them to an event
for all new executives. (Army has developed a similar structure for helping
commanders pinpoint the existing problems in the organization; they conducted
interviews with the staff to identify blind spots).
An external onboarding coach who provides support to the new executive for 6
months, including by collecting and using business/organizational data (e.g.,
employee survey feedback, customer feedback) anonymously to prepare an
onboarding development charter for the new employee. The
business/organizational data is put into an individualized dashboard and provides
a stakeholder relationship map;
A senior mentor buddy outside direct reporting relationships, who helps
acclimate the new employee to the organization and provides advice on policies,
procedures, and the unwritten rules of the organization;
Networking appointments with key leaders;
Workshops to help new executives plan their onboarding process and network;
and
Solicitation of feedback on the onboarding progress at the 6-month milestone of
employment to identify transition issues and adjustments.
American Express
On the first day of employment, provide each new hire with an HR partner, hiring
manager, and external assimilation coach to formulate a 100-day transition plan,
and to provide continuous support during the onboarding stage;
Build an Individual Development Plan (IDP) for each new executive based on
individual assessment data collected during the recruitment stage, requirements of
the specific job, and the executives career aspirations;
Facilitate formal networking meetings with the CEO and senior management
team;
15
Bristol-Myers Squibb
Assess leadership ability and organizational fit at the interview stage, which will
help determine the executives future development and where he or she will be
most effective in the future;
Schedule meetings for the new hire with influential colleagues;
Track the progress of each new executive during the first year of employment;
and
Tailor onboarding process based on information gathered about the individual
during the hiring process (e.g., information obtained during pre-selection
assessments and behavioral interviews)
16
17
http://www.silkroad.com/SiteGen/Uploads/Public/SRT/Whitepaper/OnboardingBenchmarchReport.pdf
http://www.workforce.com/section/recruiting-staffing/feature/onboarding-greater-engagement/
16
Such uses of technology allow organizations to improve the speed and ease with which
the organizations complete onboarding preparations and make it easier for new
executives to access information and complete paperwork. Consequently, new
executives will experience a much smoother and customer-friendly transition into the
new organization, while having the support to concentrate on important responsibilities
rather than transactional procedures.
Networking
Organizations also enhance the scope and success of their onboarding programs by
including networking strategies during executives transitions into their new
organizations. For example, the Shell Oil Company invites new executives to an
onboarding workshop 6 months into their new jobs, bringing together all new employees
from around the world. At these events, new executives share experiences and solutions
on goals, challenges, and expectations. In addition to providing an opportunity for
knowledge transfer, these events provide opportunities to develop relationships, lines of
communication, and future collaboration.
MEASURING SUCCESS
Organizations with effective onboarding programs are able to identify specific
onboarding metrics tied to strategic organizational outcomes. These organizations have
measured the impact of onboarding on their retention successes. 18 Organizations also
examine important indicators such as expense savings, customer satisfaction (internal and
external), processing time for employee equipment and tools, and employee engagement.
Many tools can help assist in planning, documenting, and evaluating an onboarding program.
One of these tools is the Logic Model. The logic model is an evaluation tool that will
guide program planning, documentation, and reporting, as well as program
implementation, monitoring, and evaluation. Agencies should complete logic models to
determine the inputs, activities, target participants, and short, intermediate and long term
goals of their executive onboarding programs.
EXECUTIVE ONBOARDING FRAMEWORK: KEY COMPONENTS
In order to develop and implement a successful onboarding program, Federal agencies
must emphasize a number of key elements, and proper sequencing of these critical tasks
will produce better results. 19 The following are key components to which every agency
should give special prominence:
During the first few days, agencies should support new executives emphasis on:
Learning the protocols and processes of the agency
Obtaining clarification of expectations
Engaging in timely and accurate communication with key stakeholders
18
19
http://www.silkroad.com/SiteGen/Uploads/Public/SRT/Whitepaper/OnboardingBenchmarchReport.pdf
http://www.resourcesinaction.com/blog/ceo-on-boarding-question-2/
17
During the first 30 days, new executives should emphasize the following:
Understanding cultural issues
Obtaining consensus on top strategic priorities
Devising a 90-day plan (see appendix for a list of strategic questions that can be
used to develop an action plan)
Familiarization with senior leadership relationships and determining potential
risks and problem areas in the new environment
Examining and considering improvements in the immediate organizational
structure
During the next 30 days, the key tasks for a new executive typically include:
Identifying early wins
Identifying learning priorities
Finalizing an action plan to discuss with senior leaders
Refining specific job expectations and resource requirements with the executives
manager
During days 60 to 90, the new executive should emphasize:
Articulating a vision and engaging the team
Developing and implementing action plans to support execution of early wins
Strengthening alliances with key stakeholders
Maintaining regular and effective communication processes with peers, superiors,
and other stakeholders.
CONCLUSION
On average, new executives require a minimum of 6 months to become fully productive
in their role. 20 Federal agencies may readily pave the way to ensure a new executives
effective integration into their organizations by implementing a specialized executive
onboarding program one of the simplest and most cost-effective strategies to optimizing
the success of new hires. Executive onboarding programs help prevent and address a
number of important issues common to most new executives making the transition for
new executives smoother, more efficient, and more positive, and allowing new executives
to transition quickly and effectively into their new roles. Successful onboarding further
contributes to leadership retention, and promotes long-term organizational success.
20
http://www.fmpconsulting.com/news_files/Spotlight%20on%20Executive%20Onboarding.pdf
18
APPENDIX A
Ask other
leaders
Ask manager
and/or key
stakeholders
Ask direct
reports
Ask others in
order to access
information
about available
training
resources
What is a recent
management
decision you did
not understand?
Why do customers
do business with
us?
How do I request
training?
How is personal
success measured?
What do our
customers need
from us now?
How do you
encourage others
to communicate
the core values?
How do I register
for training?
19
What support do I
need to achieve
success for my
organization?
Where can I go to
find the most
recent Employee
Viewpoint Survey
(or other employee
opinion survey)
results for my
organization?
What is my role in
COOP?
SES members?
With whom should
I discuss
development
opportunities?
How is
departmental
success measured?
Where is the
alternate operating
location?
Why do people
stay in this
organization?
What process is
used to collect our
customers needs
and measure their
satisfaction?
What are the short
term priorities for
the organization
and my office?
What strategic
relationships and
internal networks
should I be aware
of?
What motivates
senior
management?
What do I want to
be remembered
for?
20
What are the major
risks associated
with my positionto me, to my
organization?
In my first twelve
months, what can I
do to help you and
your staff be
successful?
What are 3
capabilities we
have that are
under-developed
or under-utilized
and what should
we do about that?
What is one
characteristic you
believe every
leader should
possess?
What skills do I
need to be most
effective?
Which
congressional
committees are
concerned with the
organizations
mission and
funding?
When should I
complete my
Executive
Development Plan
(EDP)?
21
APPENDIX B
22
The following framework is intended to be general enough to meet the majority of the
needs of all new and newly-assigned executives from pre-boarding through the first year;
however, agencies should modify the framework and assign responsibility according to
unique agency processes and practices and according to each new executives individual
needs. Agencies should assign responsibility for these tasks to specific offices and
individuals to ensure accountability.
Tasks outlined in the framework may be accomplished in several ways, including
handbooks, webinars, agency websites, face-to-face meetings, checklists, handouts,
retreats, e-binders, transition meetings, etc. We also recommend agencies specify the
amount of time it should typically take (in hours) for the executive to accomplish the
tasks within each phase. Also, see in the framework where automation is recommended
( ).
PRE-BOARD
The goal of the pre-boarding phase is to plan and prepare for the executives
arrival and to ensure the executives successful entrance into the organization.
Work with IT and Facilities to coordinate work space so the executive has an
appropriate parking space, office, equipment, identification, PDA/Blackberry, etc.
Create a list of key stakeholders and agency leaders with name, title, phone
number and email address. Provide to the executive on the first day.
Assign an executive sponsor. A sponsor accelerates the new executives ability to
quickly address and properly deal with early confusing issues. Questions about normal
protocol in the organization, finding the right people to go to for information, correct
procedures, and learning what is right and wrong should be easily answered by a
sponsor. Be sure the sponsor knows his or her responsibilities. Provide a checklist if
possible.
Assign a mentor to help immerse the executive into the culture of the organization.
Assign a coach to help the executive progress in his or her current position, as well
as with individual development and career goals.
23
Obtain items with the agency logo or brand to give on the first day as welcome
gifts a nice touch to say we are glad you are here and you are a part of our team.
Executive should provide direct reports and staff with a bio, photo and a letter of
introduction.
DAY 1/WEEK 1
The goal of the first day is to ensure the executive is welcomed into the
organization by senior leadership and new staff and is satisfactorily in-processed.
The remainder of the week should be dedicated to deliberate introduction and
acclimation of the executive into the organization as well as training to help the
executive understand pitfalls and critical issues.
Welcome the executive by conducting a swearing-in ceremony, including the
executives family, photo and a press release.
Introduce the executive to direct reports, staff, senior leaders, etc.
Produce an article for agency publication to note the arrival of the executive.
Executive should complete any paperwork and security requirements that were not
completed during the pre-boarding phase.
Conduct an executive briefing, transition meeting or other forum to provide the
executive with information about the work group. The briefing should include:
o The 12-month calendar and a letter from the previous executive to gain a
perspective on organizational history, culture, priorities and lessons
learned
o Fact sheets on the hot issues that will require the executives attention
within the first 90 days
o A quick introduction to personnel policies and rules (financial dos and
donts, acquisitions, hiring, firing, contractor support)
o A discussion of initial projects and roles and responsibilities, including
24
FIRST 30 DAYS
The goal within the first 30 days is to establish roles and responsibilities of the new
executive as they relate to performance, development and ethical behavior.
Executives should also begin to build relationships and business partnerships.
Finalize the executives performance objectives.
Executive should create an Executive Development Plan (EDP) with his or her
manager and solicit input from coach/mentor.
Executive should schedule a formal feedback session with his or her manager and
coach/mentor.
25
organizations (e.g., programs, policies, and budget). Executive should consult with
his or her manager or mentor to identify stakeholders.
Provide the executive with the resources, tools and time to successfully accomplish
tasks in this phase.
Contact the executive to get feedback on his or her experience after 30 days.
FIRST 90 DAYS
The goal within the first 90 days is to cultivate the new executive by building
competence in the job and providing frequent opportunities for open forum
discussions. Executives should begin to have a full workload while managers
monitor performance and provide early feedback.
Contact the executive to get feedback on his or her experience after 90 days.
6 TO 9 MONTHS
The goal within the first 6 months is to provide guidance and feedback to the
executive to ensure continued success and to make plans for his or her future with
the organization.
Executive should engage in a leadership assessment process (e.g., 360, MyersBriggs Type Indicator) for developmental purposes and to identify areas for
improvement; follow up with coaching and/or an action plan if appropriate.
Executive should schedule a formal feedback session with his or her manager.
Executive should reflect on his or her role with coach/mentor.
Executive should revisit the EDP to assess professional development goals and
track progress.
Provide the executive with the resources, tools and time to successfully accomplish
tasks in this phase.
Contact the executive to get feedback on his or her experience after 6 months.
1 YEAR
The goal within the first year is to monitor performance, individual development,
goals and desires and to engage the executive in advancing the mission of the
organization.
26
The onboarding process may conclude 1 year after the incoming executives arrival, with
a final 360 assessment or other leadership review. This provides the leader with
additional feedback and an opportunity to see if change efforts are working as intended.
27
The following chart provides an overview of Key Onboarding Goals. While all
executives are expected to continually learn, build relationships, deliver results and
constantly monitor performance and individual development, the time periods identified
in this chart simply illustrate when those objectives should be emphasized during the
onboarding process.
Goals
Pre-Boarding
Day 1/
30
90
6
1
Week 1
Days Days Months Year
1. Plan and prepare for the
executives arrival and ensure
the executives successful
entrance into the organization
2. Ensure the executive is
welcomed into the organization
by senior leadership and new
staff and is satisfactorily inprocessed. The remainder of
the week should be dedicated
to deliberate introduction and
acclimation of the executive
into the organization as well as
training to help the executive
understand pitfalls and critical
issues.
3. Establish roles and
responsibilities of the new
executive as they relate to
performance, development and
ethical behavior. Executives
should also begin to build
relationships and business
partnerships.
United States
Office of Personnel Management
Employee Services
Executive Resources & Employee Development
1900 E Street, NW
Washington, DC 20415
ES/ERED/TED-02