The degree and quality of alignment may be the single biggest difference between onboarding success and failure.
Organizational risk’s level may not be as important as how aligned people are on their view of the organization risk – and what should be done about it.
Role risk is really all about the risk of people not being aligned around the role’s objectives and interdependencies.
Personal risk rears its ugly head only when key people miss the alignment between a new employee’s strengths, motivation and fit and those required for the job.
Learning risk is all about mis-alignment between what the new employee learns and what he or she needs to learn.
Relationship risk is the direct result of the failure to align expectations and approaches.
Delivery risk is born of the failure to align expectations somewhere along the line.
Adjustment risk is spawned by a mis-alignment between perception and reality.
The implication of this is that everyone involved in onboarding from the hiring manager to the HR partner to the new team leader or member should redouble their efforts to put themselves in others’ shoes and look at things from multiple perspectives. You can’t align your thinking with anyone else’s thinking until you understand each other’s thinking. Can we at least align around that?