Hiring senior executives: the challenge does not end with selection

Attracting top executives is always a difficult task, as it is necessary to find the right balance between experience, talent, expectations and adaptation to the culture of a particular organization. But, contrary to popular belief, The process does not end once the selected person agrees to join the company.

To use a football analogy, this would be like believing that the challenge of a manager of a big club ends when a new signing is signed in the transfer market. All football fans know that there is then a period of adaptation for the player to a new environment: teammates, manager, style of play, and sometimes even place of living.

All of this creates stress and uncertainty that sometimes means that a person, even if they have been well selected, cannot perform as expected. Two examples from football, to continue the line of thought: Antoine Griezmann in Barcelona and Eden Hazard in Real Madrid.

In Human Resources management, a lot of emphasis is placed on what we call the onboarding of senior executives. This is a process that usually takes between two weeks and three months, during which the top executive gets to know the company’s policies, its members, its culture, and receives the specific training he or she needs. It is very important because, when well planned, it increases the success rate in the incorporation of top executives. It should be noted that this rate is low: according to senior management consultant Dan Ciampa, different estimates suggest that between a third and a half of new CEOs fail within their first 18 months of management. A notable example: Gil Amelio lasted less than 500 days at the helm of Apple before Steve Jobs returned to the leadership of the company.

What would a successful onboarding entail? One way to assess it is whether the following objectives are adequately met:

• Rapid Adaptation: The executive quickly adapts to the company’s culture, structure and processes to begin contributing to its effectiveness.
• Clarity of Expectations: The executive clearly understands his or her responsibilities, goals and expectations from the beginning.
• Integration into the Team: The executive is integrated into his team and the rest of the organization’s leaders.
• Access to Critical Information: The executive has access to all the necessary information about the company, its operations and its strategy.
• Establishing Key Relationships: The new executive establishes relationships with key internal and external stakeholders.

Pre-boarding preparation is a critical step. Clearly defining roles and expectations from the start allows executives to understand their responsibilities and the strategic objectives they will need to achieve. According to onboarding expert George Bradt, it’s critical to give new executives clear definitions of goals and a deep dive into the company’s organizational culture. Providing detailed information about the company’s mission, vision, and values, as well as facilitating meetings with key team members before the start, can make a big difference.

The first few weeks are also crucial. A well-structured onboarding plan, including formal introductions and a welcome package with key resources, makes initial adjustment easier. Robert Half recommends assigning a mentor to accompany the new executive, so that he or she can resolve questions and receive feedback on a regular basis. This mentoring provides support during these times, which are the most uncertain.

This stage also provides networking or key contacts within the organization. Facilitating meetings with interdepartmental teams is vital for the executive to understand the interactions and dependencies within the company, promoting holistic integration.

Continuous feedback and assessment are essential components of effective onboarding. In addition to interaction with the mentor, organizing biweekly or monthly feedback sessions allows you to assess progress and adjust strategies as necessary. Another issue that should not be overlooked is the professional development plan. It is sometimes mistakenly thought that, since the senior executive “has already arrived,” it is not necessary to generate career incentives. However, senior management also needs to include training and growth opportunities, as well as identifying key skills to develop. Facilitating networking opportunities, both internal and external, is also a way for senior executives to grow personally.

Effective onboarding for senior executives is critical to their success and the long-term benefit of the organization. From pre-boarding to ongoing assessment and professional development, each stage of the process must be planned and evaluated. Implementing these practices increases the productivity of the executive and his or her department, reduces the likelihood of turnover, improves team performance, optimizes resources, and aligns the executive and his or her department with the organizational strategy. In short, successful executive onboarding is not just a formality, but a strategic investment that can determine the long-term success of the new leader and the organization as a whole.

Associate Director of Glue Executive Search