In our previous blog we discussed the cornerstones of talent
management (philosophy, accountability, competencies and culture).
Then we laid the groundwork by discussing organizational design.
Once the organization design is in place, although it is always changing, then talent reviews and assessment can evaluate
the people themselves and other people issues.
After the talent reviews and assessment have been completed, then what? On-boarding, and in our next blog, development.
John Kotter of Harvard University wrote an article many years
ago entitled the "Joining-up Process.” I still remember how he described this
joining-up process, which we now refer to as on-boarding, like a marriage – if
the honeymoon is bad, the marriage is headed in the wrong direction. Think
about your own on-boarding experiences—what would you have changed? How did it
change your relationship with your new spouse (employer/boss)? Here are some
questions we could ask:
is the process currently? What data do we have in hard facts or anecdotally to
be able to rate our process?
- What is our philosophy in this area? How do
we communicate this philosophy? Is it in our training classes? Materials?
- What is process like?
- Before hiring?
- What happens on the first day? Ongoing?
- Do people have equipment/resources?
- Does anyone know a new person is even coming
and anything about him/her? Is the onboarding process occurring over time?
- What are our critical hiring areas?
- What are the worse parts of the onboarding
- Are new executives on boarded in a way that
fosters immediate productivity and relationship building, and avoids "organ
- Who is accountable for what in the process?
Does it happen? Do we hold people accountable?
- Does the process include relationships and
- How is the person really assimilated into the
- Is the GE assimilation process used for
leaders? In this process key—areas are defined and then questions in these areas
are generated by employees without the new leader being in the room, then the
leader comes in and answers the questions.
- What tools do manager have to onboard people?
- Do we need to automate pieces? More pieces?
- Will this automation help the administrative
as well as the emotional onboarding process?
- How will the automation be perceived by
administrators, managers, new employees?
the rating is not what we would like it to be, are we willing to invest time and
dollars? Where these should be invested first? How will be known if it is
Dr. Lynn Slavenski has worked
in the field for over 25 years Dr. Slavenski previously held the position as
CLO at a Fortune 500 company. Succession planning and talent assessment and management
remains her passion. In 2007 she had
a chapter on mentoring published in The Next Generation of Corporate
Universities. She has been featured in CLO Magazine and has
delivered over 50 presentations for professional organizations. She currently consults as a member of NTS for Fortune 500
and 100 companies.