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Onboarding externally hired executives: Avoiding derailment – accelerating contribution

Published online by Cambridge University Press:  02 February 2015

Guangrong Dai,
Kenneth P De Meuse and
Dee Gaeddert
Guangrong Dai
Affiliation:
Korn/Ferry Leadership & Talent Consulting, Los Angeles, CA, USA
Kenneth P De Meuse
Affiliation:
Korn/Ferry Leadership & Talent Consulting, Los Angeles, CA, USA
Dee Gaeddert
Affiliation:
Korn/Ferry Leadership & Talent Consulting, Los Angeles, CA, USA
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Abstract

Executive onboarding has become a popular technique in the business world during the past decade. However, the demonstrated success of traditional onboarding practices is mixed. We assert in this article that executive onboarding should be strategic, so that it not only prevents executive derailment, but accelerates contribution to optimize strategic achievement. We review the literature and identify six problematic areas externally hired executives often encounter when transitioning in to new organizations. It is recommended that effective onboarding should be tailored to the targeted organizations and executives to address specific transition issues. We propose a conceptual framework to implement onboarding on a strategic basis. It is hoped that such a review and conceptual discussion will enhance the effectiveness of onboarding experiences and increase the likelihood of success for executives hired from outside the organization.

Keywords

onboardingmanagement transitionleadership developmentcoachingstrategic HRexecutive derailment

Information

Type
Research Article
Information
Journal of Management & Organization , Volume 17 , Issue 2 , March 2011, pp. 165 - 178
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2011

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