Talent Management - October 2008 - (Page 20)

tools to diagnose informal organizational networks, identify key alliances they need to build and plan how to gain support and create momentum. Pillar 3: Aligning Expectations Recruiting is like romance, and employment is like marriage. During the recruiting period, neither the organization nor the new hire gets a complete, clear view of the other. Both the leader and the organization put on their best possible faces, not necessarily to deceive, but to accentuate the positive. This is understandable, but it can sow seeds for potential problems later. The organization may come away with inﬂated expectations of what the new hire can accomplish. The new hire likewise may think he or she has more authority to make changes than really exists. As a result, new hires, conﬁdent they understand what is expected of them, come in guns blazing and generate predictable backlash. Therefore, the third pillar of effective onboarding is expectations alignment. A prudent new hire doesn’t take the mandate discussed during recruiting for granted. He or she checks and rechecks expectations. To ensure expectations are aligned in every case, an organization can help by making it an explicit part of the on-boarding process, providing support for early interactions with key stakeholders as described above. This also means providing new leaders and recruiters with a clear process to negotiate expectations and resources. In some companies, systems used to do business planning may be sufﬁcient. In many cases, however, an explicit expectations-alignment process and a supporting set of tools should be used to accelerate on-boarding. Integrate Recruiting and On-Boarding While necessary for success, attention to the three pillars of on-boarding is not sufﬁcient. There should be a relationship between the recruiting and on-boarding processes. The best on-boarding processes can’t compensate for the sins of poor recruiting. This disconnection often is exacerbated because different parts of the organization — with potentially divergent incentives — are responsible for recruiting and on-boarding. Too many organizations practice the “best athlete” approach to recruiting and do not focus enough on assessing how talent Tuesday, Oct. 14, 2008 • 11AM PT/2PM ET Duck Creek Technologies Targets Employee Development and Retention With Saba Join David Hacker and Rhonda Stanton of Duck Creek Technologies to hear how they are using the Saba platform to keep yearly goals updated for each employee, to use online and automated performance evaluations and to put competencies into the system for each job role, which will help better define career paths. Having all of these things in place will increase employee satisfaction, development and retention. Tuesday, Oct. 28, 2008 • 11AM PT/2PM ET Collaboration and Innovation: Best Practices for Today’s Organization Based on ground-breaking research and years of experience with innovative organizations, three keys emerge for encouraging collaboration and innovation: building the capacity to collaborate, asking great questions and introducing diversity of thought and capability. In this Talent Management magazine webinar, sponsored by Cornerstone OnDemand, you will learn specific ways to build collaboration among your employees, the importance of “great questions” and new approaches for introducing diversity of thought. T register, go to o www.talentmgt.com/events. Now featuring “Quick Register” for returning attendees. Powered by http://www.talentmgt.com/events http://www.talentmgt.com/events

Table of Contents Feed for the Digital Edition of Talent Management - October 2008

Talent Management - October 2008 Editor’s Letter Contents Human Performance Leading Edge Foundations The Three Pillars of Executive On-Boarding Role-Based Assessment: Thinking Inside the Box Who's Going to Speak Up for Health Care? Obey the Push to Automate Managing the Star Performer No One Wants to Work With Adopting a Mutual-Funds Model for Talent Management Hewlett-Packard: Simple Talent Management in a Technical World Team Effort Pays in Talent at London Business School The Employee Survey: What’s in It for Me? Why Most Managers Are Stuck Advertisers’ Index Editorial Resources Full Potential

Talent Management - October 2008

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