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Talent Management: A Systems Approach – On-boarding

Posted By Lynn Slavenski, National Training Systems, Wednesday, February 15, 2012

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.

On-boarding

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:

1. What 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 process?
    • Are new executives on boarded in a way that fosters immediate productivity and relationship building, and avoids "organ rejection?”
    • Who is accountable for what in the process? Does it happen? Do we hold people accountable?
    • Does the process include relationships and knowledge?
    • How is the person really assimilated into the group?
      • 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?

2. Assuming 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 working?


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.


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