Do not try to get line managers to focus on onboarding
It is futile to try to get line managers to care about onboarding. They do not think they have time for it. They think it is HR’s responsibility. If pushed they oppose the effort either directly or with passive-aggressive behaviors. They just don’t care. And that’s OK. So, stop trying to get line managers to focus on onboarding.
Focus on business results
Instead, support their focus on delivering business results. Now, it just so happens that delivering those busienss results generally requires them to have strong team. Guess what. The first step of building an ADEPT team is Acquiring talent (ADEPT: Acquire, Develop, Encourage, Plan, Transition). And a critical piece of Acquiring talent is onboarding those new team members. Here’s the rub, focusing on onboarding is a distraction from delivering results, but focusing on business results, requires onboarding well. Onboarding is a tool, not a result.
The hiring manager is in charge
This is why the hiring manager should be in charge of onboarding their new team members. Not because they are the process experts. (Process ownership should rest with HR.) But because onboarding new team members well is a critical input into building the team required to deliver the desired business results. The hiring manager does not have to do all the steps of onboarding. Recruiters should recruit. Logistics managers should manage the logistical side of accommodation. Orientation managers should orient. But the hiring manager has ultimate responsibility for the success of their new employees and, therefore, for everything that goes into it.
George Bradt – PrimeGenesis Executive Onbaording and Transition Acceleration
Great point about onboarding being a tool and not a result.
I was a line manager for many years and put tremendous effort into doing it well. My peers wanted their new team members to get oriented, become part of team and succeed, but, frankly, didn’t see a strong correlation between onboarding and performance, so didn’t put much effort into it.
The obstacle to good onboarding in line jobs is partly the nature of the job itself. 24/7 pressure and too few resources to meet constantly escalating goals. It’s ironic that many line managers put onboarding (more resources!) dead last on their priority lists.
Line managers, esp today with leaner staffs and tighter budgets, need resources and a straightforward process to help them onboard their new hires, particularly new college grads. And they need to see results quickly. And new hires need the same thing.
That’s why I started OnBoard Yourself. Our goal is to take the burden off managers to provide EVERYTHING a new hire might need to get up to speed and let line managers focus on the higher-level, biz critical information that no one else can provide.
What I’ve heard consistently from new hires is “If I knew what to do I’d do it.” We’re promoting the idea that new hires should take a more active roll in their own onboarding. They’ll learn faster and their busy line manager boss will appreciate and reward it.
Todd Hudson, President
OnBoard Yourself