The views expressed by Entrepreneur contributors are their very own.
Finding the perfect candidate for a senior management position can take months of research and interviewing—but that is only half the battle.
Without an effective onboarding strategy, you may find yourself repeating your search in 12-18 months. Whether you allow them to go because they didn’t achieve their goal or they miss of frustration, the result is the same.
When this happens, you not only waste time and effort, but you furthermore mght lose a good portion of your budget. Gallup Research shows that the cost of replacing such an worker is between half and twice his salary, and the salary of a senior director is substantial.
Their departure also leaves a gap in the leadership structure that might impact team morale and productivity.
Therefore, hiring and retaining senior management requires a flexible onboarding process that strategically integrates them into their latest roles and with the company as a whole.
1. Start before the first day
Expecting latest hires to (*4*) doesn’t make much sense. Why would you wish them to run before they know where the finish line is? They could find yourself heading in the fallacious direction.
It’s much simpler to offer them a map of the terrain and allow them to find their way around. Have all the information they need ready before they walk in the door for the first time: names of key stakeholders, organizational charts, history of their department and team, etc.
This doesn’t mean it’s best to dump the whole lot on the latest director at once. To avoid overwhelming him, introduce information progressively over the first two or three weeks.
You also can start adding vital activities to their calendar before their first day. Meaningful engagement can include meetings with board members, leadership teams, and subordinates. Team or individual lunches are a smart way for them to get to know their direct reports and other members of the leadership team — and all the local lunch spots.
2. Set clear expectations from the start
When hiring a senior director, fastidiously evaluate their experience and determine which strategies align with your organization culture. They could also be desirous to bring their knowledge to your team, but respectfully reject it out of hand if they suggest an approach that doesn’t fit.
Likewise, develop a 30-, 60-, or 90-day plan with the latest executive to set realistic goals and create a definition of success. This gives them something to strive for and helps you to discover where they could need additional coaching.
Be careful to not make this plan seem punitive. Make it clear that the goal is to align them with the leadership team’s long-term vision. They should understand that this is a option to ensure success, not a option to punish failure.
3. Create a supportive environment
Success thrives in supportive environments, but what does a “supportive environment” appear like for a newly hired CEO? There’s no magic formula, but some elements might include assigning them a mentor or coach, creating opportunities for feedback and open communication, and scheduling regular check-ins with the leadership team.
Mentors play a different role for executives than they do for entry-level employees. In entry-level positions, mentors help employees adjust to the overall corporate culture, learn latest skills, network, and more. Senior executives don’t need this level of coaching, but may appreciate help assimilating to the company’s unique culture, methodologies, and processes.
Communication is the foundation of a supportive environment. It helps build trust and rapport. Unfortunately, many firms struggle to maintain the lines of communication open, especially at scale. They turn to bots and software automation to assist bridge the gap, but this could come across as impersonal and impersonal.
There is no substitute for regular meetings and informal gatherings to permit latest directors to have honest discussions about roles, expectations, and team dynamics. Maintaining constant communication and usually syncing up with the leadership team go hand in hand.
One-on-one meetings provide opportunities for open dialogue, allowing latest directors to debate progress, challenges, and ideas. These check-ins help with communication flow and strengthen team relationships, and provide opportunities for course corrections if vital.
4. Build a flexible runway
Onboarding programs are not “one size fits all.” Everyone adjusts at their very own pace, and some take a little longer than others. Some people settle into their latest role inside a few months, while others may have a 12 months. That’s to not say that the latter is not a good fit for a given role; there might be a variety of the reason why it takes them a little longer.
For example, if they moved for a role, they’re not only adjusting to a latest job and company culture. They’re also adjusting to a latest city, a latest home, latest schools for their kids, latest healthcare providers, etc. They have a lot of things that are taking over their mental bandwidth and energy. But given time to sort all of it out, they will turn into some of the strongest leaders in the company.
As a part of your onboarding runway, provide ongoing leadership development programs. Even senior executives are looking for personal and skilled development opportunities inside the company. On the other hand, they will draw from the depth of their experience to enrich your leadership training efforts.