Most Companies Do Poor-To-Average Job Of Integrating New Managers, Says Survey
Almost two-thirds of companies say they do less than a good job of integrating newly recruited managers and executives into their organizations, according to a survey by Salveson Stetson Group, a full-service retained executive search firm.
65% of companies said they do an average or poor job of assimilating newly hired management employees into their organizations – with 46% rating their efforts as average and 17% as poor, according to the survey of about 100 companies. Only 25% said their organizations do a good job, while only 10% categorized their integration efforts as excellent.
“Once the hiring process is complete, many companies fail to provide sufficient assistance to integrate newly recruited executives into their organizations, which can lead to poor performance and an early voluntary or involuntary exit,” said John Salveson, co-founder and principal with Salveson Stetson Group (www.ssgsearch.com).
To improve the retention of newly recruited managers, Salveson Stetson Group recommends:
•Companies help adequately assimilate new hires into the organization’s culture. “Lack of cultural fit is one of the biggest reasons why newly recruited employees fail,” said Sally Stetson, co-founder and principal with the 10-year-old executive search firm. “A comprehensive on-boarding process that identifies cultural values, introduces key internal stakeholders, and takes the pulse of the business units and departments new executives are inheriting, will significantly decrease ramp-up time, and can turn potential hiring mistakes into key contributors to the leadership team.”
•Help clarify the most important critical objectives of the job. Employers need to assist new hires in determining the most important goals of their new jobs, and establish a time frame for achieving them. "Both the employer and the new hire need to know what success looks like. Outlining a clear plan for the first year, which includes defined and measurable goals, facilitates a more successful integration. Without it, many new executives flounder a bit early on in their tenures while they attempt to identify key objectives," said Salveson. "Having an agreed- upon plan serves as a framework to measure the new hire's performance and aligns expectations between the executive and his/her boss. The newly recruited executive’s performance within the first 12 months will be judged primarily by how well he or she has attained these primary objectives."
•Assist them in building team work with subordinates and peers. “New management hires need to establish good working relationships not only with their bosses, but with their direct reports and peers, who will be crucial in assisting them to achieve their goals,” said Stetson. “New management hires frequently overlook the importance of establishing a rapport with peers within their functional areas and departments and in other areas of their organizations.”
About Salveson Stetson Group
Salveson Stetson Group (www.ssgsearch.com) is a full-service retained executive search firm founded in 1996. Specializing in $150,000+ salaried positions, Salveson Stetson Group places executives at organizations ranging from Fortune 500 companies to non-profit entities. The company is based in suburban Philadelphia.