The onboarding process is not only for the associate—you should help new leaders by providing them with any available assessment data you have from the selection process (360 feedback, tests, assessments, batteries, etc). By arming new leaders with this information, they can help create a short-term (roughly six weeks) development plan with their associates. Leaders need to help their new team members make a strong start—they need to encourage networking, coach for success, guide them as to how they can leverage their strengths, and help them understand their development needs.
There are a number of critical interpersonal skills that will help these associates successfully make that transition—skills such as the ability to embrace or lead change (depending on their new role/level), move beyond conflict, provide and receive feedback, and value differences in the styles, abilities and motivations of their colleagues.
Probably the most critical part of any onboarding process is purposeful networking. More than reaching out to new team members and new internal partners, purposeful networking is about reaching out to those team members and colleagues who can help them in their new role.
Workforce Management Online, March 2010 -- Register Now!
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