Despite dramatic evidence of the impending talent shortage, few organizations adequately protect the investments made when hiring new managers. The traditional orientation program, with its focus on policies, procedures, benefits, and other administrative issues, comes up woefully short when integrating employees into organizations. An integral part of talent management, onboarding helps organizations realize a strategic advantage over others who fail to manage the early entry period.
In contrast, onboarding is a systematic process to establish a positive trajectory early in a new manager’s career. The approach, which includes cultivating key relationships and access to information, phased implementation, and defining multiple roles, offers strategic advantage because few organizations do it well.
Yet, skeptics argue that new managers should be smart enough to figure things out for themselves. Despite compelling evidence that “sink or swim” no longer makes sense—due to the rate of change, organizational complexity, and a tenuous employer-employee bond caused by downsizings—it may be necessary to
present a business case to obtain buy-in for onboarding.