Employee onboarding is business-critical for every employee. It’s the spark that lights the employee performance bonfire, as we’ve put it before, and delivers proven returns across productivity, retention and engagement.
But onboarding is even more important for new managers. Because here’s the thing.
The more senior your new hire, the more employees they influence. Both directly and indirectly.
So if you don't effectively onboard your managers, it can mean really bad news.
Think about the marketing executive you just hired. Let’s call him Sam.
Because think about that marketing manager you just hired. Becky. If your onboarding program lets Becky down, she struggles to become productive as fast as she’d like.
She misses her first performance milestones, which mean most of her team also miss their performance milestones, which means the marketing department stops pulling its weight. Which ultimately has a tangible negative impact on business growth.
Because if Becky becomes disillusioned and frustrated those feelings also rub off. But her circle of influence is much wider than Sam’s, and her whole team feels the impact. A poor onboarding programme means Becky lacks the people management skills to inspire and engage her team through the tough times.
Because Gallup found that half of 7200 employees had.. And even if they don’t leave, an incredible 65% of employees would
Employees who feel like that are neither happy (managerial hires gone south can lead to ) nor productive (41% less productive).
Because Becky’s circle of influence doesn’t just include her direct team.
As a senior leader, Becky plays an important role in setting your culture. Her attitude and actions trickle down throughout the business, so her weaknesses and frustrations can
A cultural problem that means you can’t get the most from your people nor attract new people (because a bad boss means a bad reputation, and a bad reputation means ), and the ship is well and truly sinking.
And that can take years to solve.
That’s the ripple effect if you don’t onboard your managers properly. So let’s talk about how.
If you’re one of the , you’re definitely failing your managers. But even companies that invest in onboarding usually get manager onboarding wrong.
That’s because they’re neglecting something vital.
The thing is, most onboarding programmes focus heavily on functional management. Managers are taught to drive performance towards key metrics for their function – like meeting sales targets,
And that makes sense. But it often means people management takes a backseat.
So much of a backseat that Harvard Business Review find managers only spend
The result is an institutionalized neglect of people management. Which is exactly why 78% of managers are
The important point is this: research proves that the most effective managers balance both. Which means your manager onboarding program must onboard for both.
Best-practice onboarding for managers, then, has two components:
If you tick both those boxes, Becky is prepared and excited to slot into the business and start adding immediate value.
She’s much more likely to hit those early targets (nearly 85% of new hires that hit their first performance milestones ), and well-equipped to inspire, engage and empower her team.
Her team who ultimately become better candidates for internal promotion themselves, building your pool of good managers so the cycle can start again.
And the result is better employee retention, higher productivity and higher business revenue.
You know you need a robust managerial onboarding process, and you know people management needs to take a central role. But what does that actually look like?
Here’s are some pointers. For more detailed exploration,
Employee onboarding is proven to increase retention, productivity and engagement at every level, for every employee. But the stakes are even higher for managers.
Get manager onboarding wrong, and you lose people (Morale disintegrates, engagement dwindles and productivity declines – and revenue goes with them.
Get manager onboarding right and it’s like lighting a match under a dry bonfire. You get a Midas-touch manager who inspires everyone they touch towards a better, brighter, business future.
If you want that,