Onboarding is a hot topic in HR circles, and rightly so.  Clearly it's important to bring new employees into the organisation in a way that sets them up for success in their job and has them excited about the company that they work for.

There's many articles about how to get it right or how to not mess it up, much of which contains good advice.  

But ... the most obvious critical thing to get right in onboarding seems to be missing from this advice ...

Managers are accountable for leading, engaging and developing the most important assets in any organisation - people. But despite the criticality of their work, in many instances there is not enough being done to set up new managers for success - and it is costing businesses plenty. Onboarding of new hires is a high priority in most organisations but there doesn't seem to be the same focus in relation to people who are new to manager roles (either existing employees or external recruits moving into leadership positions).

It is commonplace that people are promoted into leadership roles primarily on the basis of their technical rather than people skills. Often new managers are thrust into a people management role with no prior leadership experience and little or no management training or education.

An organisation wouldn't put a person without relevant experience or qualifications straight into an important role such as an engineer, accountant or IT professional, yet there seems to be an assumption that anyone can be an effective manager and simply pick it up as they go along.

Posted
AuthorMichael Sleap