Introducing your organisation, its systems, workflows, and your new leader’s team is a classic example of an onboarding process. Afterwards, it will often be up to the new leader to succeed. However, this success can be challenging to achieve without proper integration into the organisation, and this can be a costly mistake if it leads to termination or dismissal.

Suppose you want to ensure that your new leader becomes part of the business, rather than just becoming acquainted with it, and thus maximise the chances of success for both the leader and the organisation. In that case, you should take a closer look at integration.

You can download our free white paper “Why the leader employment fails – when the onboarding is not enough” here and read more about how we can help your new hire perform better and faster.

What is onboarding?

Integration builds insight and understanding, creating the leader’s foundation for effective leadership. This primarily involves understanding the strengths and weaknesses of the team, the company culture and key internal stakeholders. Secondly, integration is about clarity about the impact the leader needs to create through leadership compared to their strengths.

Together, this enables the leader to make the right and necessary decisions more quickly and achieve more effective leadership.

Reduce time from hire to full performance by a third

According to a study by Harvard Business Review, a thorough onboarding process of the new leader not only supports effective management but also lets them reach a full performance level faster.

57% of leaders surveyed in the study said they needed six months to reach their full performance level. With proper integration, this time can be reduced by a third, from six to four months, allowing the organisation to evolve and thrive more quickly under the new leadership.

Introducing your organisation, its systems, workflows, and your new leader’s team is a classic example of an onboarding process. Afterwards, it will often be up to the new leader to succeed. However, this success can be challenging to achieve without proper integration into the organisation, and this can be a costly mistake if it leads to termination or dismissal.

Suppose you want to ensure that your new leader becomes part of the business, rather than just becoming acquainted with it, and thus maximise the chances of success for both the leader and the organisation. In that case, you should take a closer look at integration.

You can download our free white paper “Why the leader employment fails – when the onboarding is not enough” here and read more about how we can help your new hire perform better and faster.

What is onboarding?

Integration builds insight and understanding, creating the leader’s foundation for effective leadership. This primarily involves understanding the strengths and weaknesses of the team, the company culture and key internal stakeholders. Secondly, integration is about clarity about the impact the leader needs to create through leadership compared to their strengths.

Together, this enables the leader to make the right and necessary decisions more quickly and achieve more effective leadership.

Reduce time from hire to full performance by a third

According to a study by Harvard Business Review, a thorough onboarding process of the new leader not only supports effective leadership but also lets them reach a full performance level faster.

57% of leaders surveyed in the study said they needed six months to reach their full performance level. With proper integration, this time can be reduced by a third, from six to four months, allowing the organisation to evolve and thrive more quickly under the new leadership.

Avoid bad hires and save money

A bad hire should be understood as hiring the right candidate; it also means a failed hire. It can also be caused by a failed integration process where an ideal candidate needs to get the necessary integration, leading to resignation or dismissal.

This can be costly. According to the U.S. Department of Labor, a bad hire costs up to 30% of a person’s salary in the first year.

Therefore, as a company, you need to make sure you hire in the most appropriate way to ensure investment in the new employee. This brings us back to what it’s all about: integration.

Performance Acceleration lays the optimal foundation

Integrating your new leader should directly extend the normal onboarding process.

At People & Performance, decades of experience in recruitment and leadership development and extensive research have enabled us to identify five focus areas that a new leader should work on in the first months of employment to optimise performance. In addition, we have broken down these five focus areas into a programme of seven digital sessions covering all aspects of integration into your organisation.

These areas are centred around the questions below for the new leader.

The process structures the integration, including the dialogue the leader must have with different internal stakeholders, e.g. the CEO. The predefined process means that the leader knows what they must deal with and work on from week to week. In this way, we thoroughly review all action areas essential for effective integration.

The integration process is based on the individual and is centred on personal leadership, as well as the DNA of the organisation. Therefore, we ensure that the leader knows their strengths and how to use them in the organisation’s best interest.

If you want to know more about integration and its many benefits, don’t hesitate to download our free white paper, where we take a closer look at the matter.