a case for a target specific approach.
Onboarding in a general job context typically refers to the process of incorporating a new employee into an organization. It involves familiarizing the new hire with the company culture, policies, procedures, and their specific role within the organization.
The goal is to help the employee become productive as quickly as possible while also ensuring they feel welcomed and supported in their new environment.
The classical onboarding process is divided into 4 phases: From the preboarding phase, through the orientation phase, to the training phase through to the integration phase – all 4 phases in the onboarding process include both a social (cultural) and a professional component.
But does onboarding equal onboarding❓We would think not❗️
Obviously, young people embarking on their first job need for example a lot more on the training side than professionals, in some professional areas the training aspect might be less important but the familiarization with very company specific procedures essential. In the case of professionals with extensive career expertise there may be more emphasis on alignment with the companies strategic objectives.
So, onboarding is not a one size fits all but rather a target specific affair.
What is remarkable is that leaders receive “traditionally” little attention for their onboarding into their new leadership position.
As a publication from Haufe (1) shows, it seems that new leaders are expected to
We from impact as a team of expert accompanying international companies and their international leaders asked ourselves: is there a case for re-thinking onboarding for leaders❓ And what exactly would be a tailored onboarding❓
If you want to know what is particular about the onboarding of leaders watch out for: