Attention: HR and Recruitment Professionals,
Business Owners,and Senior Managers

You’ve finally found the right manager for the role. Relief!.... Or is it? ….How are you going to get them up to speed quickly so you get on with doing what you do best?

  • Send them on an induction programme?
  • Carve out time from your already crammed diary to mentor them?
  • Show them their desk, give them their work and let them get on with it, after all you recruited them for their knowledge and expertise, right?

Would you do things differently if you knew that 40% to 50% of senior external appointments fail to achieve the desired results? You’re probably aware that recruitment is an expensive business. CIPD members estimate that hiring a senior manager costs around 10K and that’s a conservative figure based largely on the external fees. When you add in indirect costs to your organisation this failure becomes even more significant.

What would be the impact on you and your organisation if the new appointment failed? Are you thinking “Oh if it happens within 90 days, the recruitment agency don’t charge us for a replacement.”

  • What about the waste of time and effort?
  • The impact on colleagues of having to start all over again?
  • The delays to work in progress?
  • The potential damage to your brand if a senior manager leaves under unhappy circumstances?

and this process may well be repeated numerous times.


What happens during transition into a new role?

Chief Executives estimate that the break even point (when a new appointee starts to contribute value to the organisation, rather than consume value) is 6.2 months

During these early days, the pressure is on the new manager to hit the ground running by understanding the markets, products, technologies, systems, structure, culture and politics. This pressure can lead to a loss of perspective, poor decision making and feelings of isolation and overwhelm.

This isn’t happening in a bubble. The performance of those around the new manager is also compromised. On average 12 people, including the manager’s boss, direct reports and peers are negatively affected, as they are in transition too.


How to retain new people and get them contributing more quickly

The aim of on-boarding coaching is to reduce the risk of failure and get to the break even point faster (contributing value earlier)by working with the new appointee to:

  • Assess the current challenges and opportunities
  • Reach agreement with their boss and direct reports about what needs to be done
  • Avoid dangerous misunderstandings
  • Reduce wasted time and energy by having a systematic framework
  • Identify any ticking time bombs.


Next steps

Fill out the form below, and I will make contact with you and to discuss how you can ensure the success of your next management appointment and keep your organisation one step ahead of the competition

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