The First 30 Days of the On-Boarding Experience

The 30 days after the senior executive starts the on-boarding process is to help the senior executive function well in their position. It’s typically within these first 30 days where the senior executive loses the excitement of their new role. So, they will begin to realize the issues with the job and will decide if it’s fulfilling. This is why it’s important to further develop the senior executive in their role. When they enjoy their new role’s functions and understand how to do them, there is a greater chance of success. Here are some ways to help them in their first 30 days:

• Bring awareness to their team’s issues so they can brainstorm solutions early on.
• Ask for feedback from the executive, covering any concerns revolving around their role, team, or corporate culture.
• Set up meetings between them and their leader to discuss their on-boarding experience thus far.
• Come up with a 90-day plan to implement the ideas of the executive.
• Introduce them to any other departments they will work with such as finance, human resources, IT, etc.

During the first month of the executive’s new role, it’s vital they have a chance to give feedback. No one enjoys working in an environment they disagree with. As an executive, it’s their job to implement solutions and resolve issues. So, give them a chance to express their opinions and concerns early on, so they feel comfortable in their role from the start. They should feel as though they can do their job efficiently and won’t be held back.

During the First 30 to 60 Days of the Role

After the first month of the executive’s on-boarding, they will likely start seeing early wins and failures. They will get more comfortable leading their employees and will have a good understanding of their job functions. This timeframe is important to smooth out any processes the executive is having issues with. It is also important to identify early wins and failures to ensure effective leadership habits are in place.

• Congratulate early wins and identify the processes that lead to success.
• Identify any issues with the role or team and how to resolve them.
• Ask if they have any confusion with working alongside other departments.
• Provide feedback on their first two months of the role and identify where improvements can be made.
• Ensure they are fitting in with the organization’s culture.

The second month of the executive’s employment should be where new habits are set in place. If the executive has any habits that aren’t productive for the role, they should be identified in this timeframe. This way, they can break the habit early on, and it won’t lead to ineffective leadership later down the road. Also, if the executive does something well, they need recognition for it to reinforce their good habits for the future.

During the First 60 to 90 Days of the Role

The last stage of the hiring process covers month three. This is where the executive will likely make big changes if they feel they are necessary. They typically develop a specific vision for the future of their team during this time. After 90 days, this is where the executive will see how effective their leadership is for their new team. So, changes may need to be made to their leadership methods and strategies. However, as long as the executive is comfortable receiving feedback and are willing to change their strategy, they will likely see success in their new role.

• Create a plan to solidify positive relationships with stakeholders.
• Get feedback from employees on the executive’s leadership.
• Find an effective form of communication between the executive and superiors.
• Implement the 90-day plan from month one.
• Develop goals for their first 12 months in their role.

If the first 90 days of the on-boarding process go well, there is a much higher chance the executive will stay in their role after 18 months. These 90 days are a telling sign of the future for the executive. So, if there are any concerns, they must get ironed out immediately. This way, the concerns don’t get larger over time.

Create an Excellent On-Boarding Experience

When you have a great on-boarding plan for senior executives, they are more likely to see success with their jobs. Then, when the senior executive is successful, their entire team will see success as well. So, reinforcing and implementing an outline for their on-boarding is helpful for everyone and shouldn’t be overlooked. This on-boarding plan must be a priority from the very start of their role. Also, the executive should know about the on-boarding process so they understand the organization cares about their success.

The most important factor with an on-boarding experience is to give and accept feedback and concerns with the executive. This will resolve many potential problems early on and ensures they won’t become a festering issue. Make sure the executive has an easy to reach contact to ask questions and get advice from, as this can also help improve their experience. With a plan set to welcome the executive in the organization, they will likely see greater success in their role.