Effectively blending or integrating new talent into your
organization will help give you a competitive advantage.
Sue has completed the hiring process (Hire the Right Employee - http://bit.ly/1G30e1I) and felt that she has hired a person who will do the job well. She has followed all of the steps to ensure a successful onboarding process (Importance of New Hire Orientation - http://bit.ly/1PdccbP) and is happy with the results. At this point the employee is doing okay, but something is not right. The new employee appears to be a fit, but things are not working as smoothly as she had hoped they would, but she cannot figure out why.
This situation that Sue is having, is one that many organizations find themselves in quite often. Yes, a good candidate was hired and the on-boarding process went well. However, this new employee has not yet been integrated into the organization. There is a difference between onboarding and integrating. Both the on-boarding and integrating processes should be done when a new hire is brought into the organization, somebody is promoted into a management position, or an employee takes a job into a different department then where they were previously.
Where on-boarding is intended to help new employees gain the necessary knowledge, skills, and behaviors to become effective members of your organization. This process is typically more mechanical and routine than a true process of personal and social integration with a development approach. Talent integration involves a more formal, developmentally focused transition plan to help the employee integrate into the organization. This process usually covers the first six months in the employees’ new role and is intended to reduce the time for those new to their roles to become productive contributors and shorten the learning curve in order to quickly secure them to the organization.
The four core elements of an effective talent integration include, but are not limited to:
- A purposeful discussion between the new staff and their immediate supervisor within the first few days of hire to define clear expectations regarding job performance and key expected results, and to discuss how best to establish a working relationship.
- Coaching for new managers, best done with an external/neutral executive/performance coach, to support the transition, especially if new skills are needed.
- Identify the new employees’ competencies, strengths, and talents so that they may be integrated and best utilized for the success of the organization.
- Regular feedback meetings, monthly at a minimum, focusing on what is going well, where the person is challenged, what their ideas are, what they could use for help, etc. These discussions are dialogues and interactive in nature, verses a monologue from the supervisor.
These methods will help develop strong relationships, support, and loyalty, talent integration helps retain employees, in addition to helping attract talent to your organization. Hiring the right employee and having a successful on-boarding process are very important, but so is knowing how to integrate that new talent into your organization.
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