By Michael D. Watkins
To measure impact, we asked each group—the onboarding executives, their hiring managers, HR business partners, and the advisors—to make estimates of the percentage reduction in time for the executives to become fully effective. The results, summarized below, show that the right support for integration can halve the time it takes for newly-hired leaders to get up to speed. Given the speed at which business is moving, success in realizing a 50% reduction for all new hires would create very substantial benefit to the organization. Interestingly, the advisors underestimated their impact, likely because they would rather err on the side of conservatism in self-assessment.
Then, there is the question of what transition acceleration advisors do that actually helps. We asked the same four groups to assess the impact of the various activities and interventions undertaken by the advisors. The results for the supported executives and their hiring managers are summarized below.
These results show that much of what the advisors did appears to have had a significant positive impact, validating the design of the support process and the quality of the advisors. Both the executives and their hiring managers agreed that the interventions that had the biggest impact had to do with (1) helping the newly-hired leaders understand the challenges they faced and set the agenda for their first 90 days, (2) getting feedback from and providing insight into key stakeholders, and (3) helping the leaders think through key decisions. Here, too, we see that the hiring managers assessed the impact of the integration advisor as being significantly more than did the leaders themselves, perhaps the result of a natural inclination on the part of the leaders to not give too much credit for their success to others.
How transition acceleration advice differs from development coaching
Beyond having a well-designed process for providing transition acceleration advice, the other biggest driver of effectiveness is the quality and experience of the advisors themselves. Here, it is important to understand that transition acceleration advice is very different from leadership development coaching and that great transition advisors have different skill sets than great development coaches.
The differences in approaches and competencies are summarized in the table below. The most important concern the degree to which transition acceleration advice is provided through a more structured, front-end-loaded, and time-bound process, that the output is a very detailed first 90 days plan, and that the advisors must be able to work through significant business issues and tradeoffs with the executives, and so need a high level of business acumen.
- Our research provided rich insight into the limitations of many companies’ existing executive onboarding systems.
- If your company has a weak system for onboarding and integration, evaluate potential ways to strengthen it, looking specifically at the benefits of providing newly-hired executives with transition acceleration advisors.
- As you do this, recognize that it’s essential to have a well-designed integration advisory process and advisors who have both the business acumen and the behavioral insight required to provide superior support.