Blog from our global partner: Career Partners International.
A Best Case Scenario
OK, let’s size this up. Your company has invested $500,000 in a new physical asset. The base price was $250,000, bells and whistles were $50,000 and the agent was another $60,000. In weeks you’ll need to move this high-dollar asset halfway across the country and ensure that the required ancillary equipment arrives in time as well – add another $30,000. Let’s say that the equipment must be commercialized as soon as possible and production must begin in 90 days. That’s enough to keep any engineer or project manager running around like a madman for weeks.
You know it’s more than procurement and logistics. This operation will require connecting the right teams – engineering, safety, finance and operations. All of them need to be in place for a successful installation and startup of the new product. Operators need training, contingency plans need approval, and plans for retiring the old system need to be vetted. Let’s say that your company knows this drill, everyone is on board with the plan, handles setbacks and makes adjustments professionally and successfully meets the goal for installing and operating the new equipment. How does all of this impact the business? Let’s say that, with good products, good teams and the required rigor, this new equipment easily outperforms the old equipment, reduces lead times, and increases efficiencies and profit margins. The investment paid for itself with the gain in productivity, and everyone involved was happy with the results. You’ve handled your new equipment very well.
Now ask yourself what your organization would do if this valuable asset was an engineer or a new leader rather than a new piece of equipment? Is your company applying the same amount of rigor to the preparation, the support teams and the meetings necessary for installing such an employee and having him or her “commercialized” in 60 to 90 days? If the answer is no, then the question is why not? In many cases you’re dealing with the same amount of money and potentially even higher expectations. So why not apply the same levels of investment in time, planning and support to make your new employees and especially your new leaders more productive, more quickly?
You desire to see new leaders adding value to the organization as soon as possible. An individual assimilating into an organization needs adequate support in order to be up to speed and productive as soon as possible. Human Resource departments are increasing their value with these types of “new leader start-up” programs. The assets are human beings, making the need for support even greater. The goal is a rapid, well-prepared employee assimilation and onboarding program that helps you bring to bear those high value skills and talents as soon as possible. Of course, expectations need to be established and agreed upon by everyone involved, especially senior leadership. They need to buy into an assimilation and onboarding support program that is tailored to your company’s culture and to the new leader. You won’t need to worry about whether or not your new contributors are on board with this kind of jump start program. They will be, because it’s a proven process that has been working for many years in many different organizations.
What is your organization doing to help new leaders and employees contribute faster and more effectively to your organization?