Executive Onboarding Guide - Final

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Text of Executive Onboarding Guide - Final

Executive Onboarding Guide

Table of Contents 1. Defining New Executive ....2. How to Use this Onboarding Guide .....3. New Executive Onboarding ....4. Establishing Onboarding Program Objectives 5. Establishing the New Executive Needs

6. Key Onboarding Accountabilities and Responsibilities ..6.1 Human Resources Chancellery & Local6.2 Faculty/Budget Division6.3 New Executive

7. Additional Onboarding Support .......8. Key Onboarding Plan Timelines 9.1 Pre-Employment

9.2 First Week

9.3 First Month

9.4 First Quarter

9.5 Second and Third Quarters

9.6 First Year - Exiting Onboarding

10. Onboarding Derailers .....11. Onboarding Evaluation.........

12. Supervisor Induction Checklist / Joining Melbourne................................................13. Recommended Reading .......14. Suggested Professional Development Opportunities ..APPENDIX 1: Onboarding Checklist - Human Resources .............APPENDIX 2:Onboarding Checklist Faculty / Budget Division .APPENDIX 3:Onboarding Checklist New Executive .

APPENDIX 4:Sample Week One Onboarding Plan for Faculty Executive Directors2

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Defining New ExecutivesThe term New Executive will be used in this Onboarding Guide to denote new appointees to the Executive Group and Executive Management roles such as Dean, Executive Director and Faculty Executive Director and School Executive Director.1. How to Use the Onboarding Guide

The New Executive Onboarding Guide provides a framework for the effective onboarding of new Executives to the University. Core principles underpin the onboarding process, however it is intended that Faculty/Budget Divisions retain the flexibility to tailor the program to meet individual and local requirements.

The Guide outlines what is meant by onboarding, objectives of onboarding, the various roles and responsibilities of the main stakeholders and a skeleton onboarding plan, which can be adapted to suit the particular needs of the new Executive. It also includes checklists and a sample schedule for the new Executives first week. 2. New Executive OnboardingThe New Executive Onboarding Guide supports an individualised and consistent process by which newly appointed Executives are integrated and oriented into the University. Onboarding should focus on key aspects which determine new executive success including:

Expectations management;

Integration with the University of Melbourne culture; and,

Relationship building.

It should provide a relevant cultural and organisational introduction, with a strong emphasis on relationship building and socialisation into the University of Melbourne environment to enable new appointees to immediately contribute and perform effectively in their role.

The successful onboarding of Executives is critical due to the greater performance expectations and the significant impact their success or failure has on the overall performance of the organisation. The overall goals are to accelerate Executive time-to-full-performance, to minimise the likelihood of failure and to lay the foundations for longer-term career success within the University by focusing on development and internal network building. Onboarding, however, should not only focus on the initial ramp up of the new Executive but should also be viewed as part of continual professional and career development, building long-term bonds between the new Executive and the University. The external labour market is being increasingly leveraged for new Executive hires, with such staff facing greater challenges in their integration into the organisation. This proactive onboarding approach is particularly critical in cases of external new hires, where attrition rates are much higher than those for internal appointments.Figure 1. Executive Onboarding Rationale

3. Establishing Onboarding Objectives

The Onboarding process should assist new Executives in understanding the Universitys business and culture, help clarify performance expectations, facilitate building relationships with staff and stakeholders, and accelerate the Executives transition, enabling them to perform to their full potential as quickly as possible. Objectives should include:

Enable successful transitions for external new Executive hires to the University;

Facilitate the understanding of organisational culture and the navigation of internal networks and relationships;

Develop awareness of the Universitys strategic plan, goals and objectives, organisational processes and governance structure; and Enable understanding of the Universitys expectations for executive leadership.

4. Establishing the New Executive Needs

Within the context of the overall objectives, the individual needs of the new Executive should be established, as onboarding requirements can vary greatly depending on the nature of the appointment. The Executives supervisor should hold a pre-commencement meeting with the new Executive to discuss their individualised Onboarding Program and their learning preferences. The more tailored the program is to the particular needs of the new Executive, the more effective the program.5. Key Onboarding Accountability and Responsibilities

Coordination accountability is ultimately assigned to the office of the relevant supervisor in line with their duties and obligations in the accountability framework, University policy and with subsidiarity:

The Office of the Vice Chancellor would be accountable for the coordination of the onboarding of the Chancellor, Deputy Chancellors, Vice-Chancellor and President, Provost, Deputy Vice-Chancellor, Pro Vice-Chancellor, Senior Vice-Principal and University Secretary.

The Office of the Provost would be accountable for the coordination of the onboarding for Deans.

The Office of the Vice-Principal Administration and Finance would be accountable for the coordination of the onboarding of Executive Directors.The planning and implementation of an Onboarding Program is shared between Human Resources (Chancellery and Local), the Faculty/Budget Division and the new Executive, each with discrete roles and responsibilities for ensuring the success of the process. Buy-in and collaboration between all parties is integral to the successful onboarding of the Executive. Figure 2. Critical Stakeholders of Executive Onboarding

6.1Human Resources Chancellery and Local Human Resources, both Chancellery and Local, play a prominent role at the recruitment, selection and appointment stages. Human Resources Chancellery will carry out the various operational processes related to new appointments, for example, relocation assistance, payroll, superannuation and so on for the Senior Executive Group. Human Resources Local should partner with the relevant Faculty/Budget Division personnel assisting and guiding the development of a tailored Onboarding Program, the identification of an onboarding internal coach, and the matching of the new Executive with a formal mentor. 6.2Faculty/Budget Division Whilst Human Resources supports the process the relevant Office and Faculty/Budget Division is accountable for the program and its success. Core principles underpin the onboarding process; however flexibility is retained to enable tailoring of the program to the individual and the organisational requirements. e.g. internal versus external new Executive requirements will differ.

It would be expected that information regarding organisational structure, business plans and financial information are made readily available to the new Executive. They should be given a clear and comprehensive understanding of their role and responsibilities and should work with their supervisor to determine the goals, objectives and Key Performance Indicators relating to the role. The supervisor should provide specific and timely feedback and coaching to allow for early corrective action if required.

The Faculty/Budget Division is responsible for developing a relationship/network building plan, which outlines the stakeholders and groups/committees with whom the new Executive is expected to build relationships. New Executives should be introduced to critical stakeholders and key decision makers relevant to their role, and be supported to build relationships and rapport. Of particular importance for external new hires, the Faculty/Budget Division is responsible for providing a foundational organisational and cultural learning plan, facilitating their integration into the University.The quality and timeliness of support in physically setting up the new Executive creates a strong first impression. Faculty/Budget Divisions should ensure IT and Security access, calendars, phone, office, work station assessments etc are organised to allow the Executive to hit the ground running. 6.3New ExecutiveThe new Executive should expect an individualised onboarding plan which addresses the needs of both the organisation and themselves, and is responsible for communicating any specific onboarding requirements to their supervisor, for inclusion in their onboarding plan. They should take ownership of their onboarding process. In early conversations with their supervisor they should ensure they gain a clear understanding of their role, responsibilities, goals and expectations, discuss communication style and preference, read the materials provided, record initial thoughts, questions, ideas and hypotheses. New Executives should establish the critical stakeholders and key decision makers relevant to their role, building relationships and rapport. 7. Additional Onboarding SupportNew Executives should also be assigned an internal coach or