An Order of Perspective with a Side of Innovation

How do you re-energize strategic meetings that seems to fall flat, or worse- are too complacent with everyone simply nodding their heads in agreement?

Companies that have been successful in building a dynamic team of members in alignment with the organization’s core values and purpose, could eventually run the risk of lack of perspective.  When all your cooks are preparing the same recipe, who do you get to taste test it?  How do you know when you need to add a little more spice? 

Every so often, companies need to invite an industry expert to dinner.  You set out your best china- your company structure, your differentiators.  They bring the wine- their expertise and experiences, and you sit down to a meal.  The result is not only an opportunity to measure your organization’s role within the industry, but as often happens during good conversation over a meal- you find yourself engaged in thought provoking topics.  

Having an industry expert present at an occasional strategic meeting provides an energetic perspective that solidifies into action plans.  Participants in the strategic meeting should come prepared with questions and a basic agenda.  The invited expert should be provided with key points to address prior to the meeting.  Some possible ideas include:

• What do you believe are pain points for (key members) in our industry?  
• What type of growth have you witnessed in the industry?
• What are the best practices you see being used collectively in the industry or by the competition?
• What are the latest industry trends?

Having a dialogue with an industry expert within the structure of a strategic meeting, is an invaluable tool to have an impartial observer qualify and possibly direct your organization’s strategic objectives and initiatives.

Executing a Comprehensive Onboarding Plan

On-boarding programs assist new hires with acclimating to the organization’s culture and position employees on the right path for personal and career success.  Once a company has opted for a formal on-boarding program, a detailed plan must be drafted to ensure the program’s seamless execution and overall effectiveness.  

After essential components have been decided upon (discussed in On-boarding- Necessary Program or Waste of Time), HR or other team development coordinators need to map out a strategy to ensure that nothing is overlooked and slips through the cracks.    “Project Perspectives” is a resourceful tool to outline ideas and organize tasks.

Each day should be broken down on the Project Perspectives outline.  Granular details would include:

1. General overview for each day
2. Itemized sections by subject heading
3. Materials needed for distribution
4. Lead instructor for each section
5. Start/stop time for sessions

So that all associates involved can plan their days accordingly, a master calendar broken down by participating associates leading sessions should be included.  

A similar agenda highlighting day overview and session titles/times should be provided to each new hire to increase comfort levels as to what the program entails.  Delegation to support staff who are not involved in teaching sessions can involve printing distribution materials and booklets, and also organizing practical logistics of the program such as meals and snacks.  

On-boarding is often a company-wide endeavor for small to medium business, and relies upon an entire HR/Education department for larger organizations.  On the surface, a comprehensive on-boarding program may appear to be an overwhelming responsibility and consume much of associates’ valuable time.  However, the benefits to providing a comprehensive program and facilitating a smooth transition will pay dividends in the company’s overall stability.

Onboarding: Necessary Program or Waste of Time? Part 3 of 3

If employees from several different departments are being onboarded simultaneously, break out sessions provide more in-depth introduction of specific roles and responsibilities.   These break out sessions or Training Modules require structure with set objectives, course materials, and some form of testing and feedback to determine that the objectives have been met.  These Training Modules can be implemented all at once, or even segmented throughout an introductory period of time.  

Department specific break out sessions should also include meeting with department directors and/or team members so that logistical questions can be fielded.   Exposure to other departments is effective in providing a well-rounded introduction to the organization.  After any break-out session, the entire group should collectively return for brief experience share to report to the group what was learned.  

Guest speakers, clients or other industry specific personnel are valuable resources to an onboarding session.  Clients and industry partners can provide unbiased insight to a company’s strengths and culture.  Guest speakers can facilitate lively round table discussions and prompt thought provoking questions, allowing new hires to view the organization from a completely different perspective.  Another valuable tool is a panel discussion that puts new hires in contact with key executives or members with whom they might otherwise not have daily interaction.   

Whether your organization opts for a one week, one month or an incremented program throughout the first year, the benefits to a structured, detailed onboarding program help acclimate employees to the culture, and position  employees on the right path for personal and organizational success.

Onboarding: Necessary Program or Waste of Time? Part 2 of 3

The benefits of a full-scale onboarding program are immeasurable, but perhaps the most valid argument for comprehensive onboarding is that it communicates to the new hire that the company is genuinely attuned to promoting the individual’s success and career development within the organization.   An effective onboarding sets the tone to introduce the company’s purpose and core values, and how the new hire’s role will be aligned with these objectives.

Purpose and core values must play an important role each day and need to be incorporated into subsequent Training Modules.  It’s one thing to have your organization’s mission statement and core values on posters scattered throughout the company, it’s much more effective for new hires to learn from day one how these core values are incorporated into daily activities, operations and the KPIs for which they will be measured.

A successful onboarding session has several different components to ensure the employee enjoys a thorough integration into the organization, and often begins prior to the actual first day of work.  A welcome basket or card sent to the employee’s home and touch-base emails from an assigned coach inviting the new hire to view the company’s blog and website help set an inclusive tone. 

Once the employee arrives at the organization, set structure and session times are key, while providing the employee a road map of what to expect.   Being the new kid on the block is stressful enough without added anxiety of not knowing where to go or what to do.  The initial day(s) of onboarding should primarily revolve around general transition and “housekeeping” issues - (agenda, handbook, paperwork, benefits, tours, etc.).  Employees need the vitals and want to know to whom they report, who will be their mentor and who is a “Buddy” to whom they can direct initial questions.  New hires given the company history and current corporate structure will understand how the company has developed into the organization it is today.  Key policies and procedures must be addressed to put employees at ease as to what is generally expected.  All these items should be interspersed with engaging, even lighthearted exercises, such as “2 truths, one lie”  or career goal drawings  to introduce employees to one another and veteran employees orchestrating the onboarding.

Onboarding: Necessary Program or Waste of Time? Part 1 of 3

Companies often debate the value in whether to conduct a comprehensive onboarding (orientation) program or initiating new hires as quickly as possible to jump start productivity.  Apart from filling out paperwork, handing over a company handbook/benefits sheet, and perhaps issuing a company I.D., many companies do not invest the resources to properly onboard their greatest assets- their people.  However, this limited approach of sink or swim mentality will only serve to bog down HR function and supervisor’s time as the new hire will undoubtedly have addition questions in regard to not just their general role in the company, but the company’s role in general.

Onboarding programs are a vital component to every organization whether hiring an hourly technician or a top level director. In fact, onboarding timelines and program depth for executive level onboarding should increase exponentially accordingly to responsibility.  Onboarding programs that only encompass one day shortchange the new hire.  At minimum, a full week should be dedicated to onboarding.