Executive Consultant, Roman Wolf from Birn+Partners, Germany sum up the facts short and precisely as well as the importance of having a thorough onboarding programme.
There are a lot of empirical surveys on this topic. Among other things, the study of the training and research institute, Leadership IQ, underpins that 46% of the newly recruited employees leave (or have to leave) their new employer within the first 18 months, as expectations are mutually disappointed. A confession of failure if you consider what negative impact – and I mean not only the consequences of a financial nature – an unsuccessful staffing-project entails. In addition to the bare investment costs, which brings no return on investment, it is above all the underused and suspended business opportunities, such as strategic-organizational decisions, innovation decisions and -projects that are not driven forward, customer segments that remain undeveloped, existing resources trying to bridge the topics of the vacant position and, and, and.
Interestingly, the aforementioned study also shows that only a small proportion (11%) of the unsuccessful staffing projects failed because the candidates did not have the required level of technical skills. Most of the staffing-projects failed because mutual personality and cultural characteristics as well as values could not be reconciled.
In addition to the finding that matching of required and actually existing technical expertise is far from being sufficient to significantly increase the probability of a successful staffing-project at the end, our own market study shows that a structured, but demand oriented and individually adopted on-boarding process increases significantly the probability to achieve the goals that you have associated with bringing new talents on board.
In our market study we wanted to disclose what are the challenges and dilemmas in the first 100 days of executives in their new leadership positions. For this we interviewed about 600 executives and senior managers.
60% of respondents said they did not have an introduction- or onboarding plan at all to live through their first 100 days in the new job. 44% without an onboarding-plan stated that they were not satisfied with the course of the first 100 days. 53.3% did not at all feel welcomed by their new company.
Only 40% of respondents have had the privilege to rely on a structured onboarding plan to organize their first 100 days. 70% stated they were very satisfied with the first 100 days and 72.4% felt very welcomed by their company.
But, having an introduction- or onboarding plan alone is barely sufficient: about one third of the respondents with a corresponding plan stated that they could not have used and prioritized their resources available (time, staff, interface functions, etc.), so that the elaborated onboarding plan could actually be implemented. The original intention of the structured onboarding plan exhausted and unfolded no effect in these cases.
What’s also interesting about our results is that the level of satisfaction with the onboarding process has steadily increased when the underlying plan has been defined in exchange with other stakeholders in the company.
After all, 60.8% of the respondents with a plan, who had created this themselves and without significant involvement of others, said they were satisfied with their first 100 days.
When the onboarding plan was elaborated involving the respective supervisor, already 75% of the respondents were satisfied with their onboarding process. 78.9% were satisfied in cases they had involved their management team/staff when putting together the onboarding plan.
Another very interesting result occurred when asking the executives whether they had made some changes in their management team/staff within the first 100 days in their new management function. 65.4% of respondents stated that they did not make any changes at all. However, 76.7% of these executives were not satisfied with their first 100 days. Nearly 32% said that they would have acted differently if appropriate, underlying data from management assessments or personnel diagnostics would have been available.
41.8% of respondents stated the most difficult obstacles making changes in their management team or staff was that, due to lack od data and information, they could not identify the need of setting the management team or staff.
Almost all respondents (98.5%) who made changes to their management team or staff, said that they would have appreciated more in-depth information for having a better decision-making basis before conduct personnel changes.
So far only a small, but I find, illustrative insight into the analysis of our market study on “Challenges and dilemmas of the first 100 days in a new leadership function”.
Still, a lot of material to be used developing demand-driven solutions that consider and tackle real life challenges as part of our service portfolio. Results out of further market studies conducted by Birn + Partners enable us to offer various holistic support services to our clients.
If you are interested in getting to know more about further findings from our studies or our service portfolio, please contact Birn+Partners at any time.
Our passion is bringing talents and business together and making one grow with the other.
Many thanks for your interest and we look forward to your feedback.