Hostname: page-component-78c5997874-mlc7c Total loading time: 0 Render date: 2024-11-11T04:54:00.914Z Has data issue: false hasContentIssue false
  • English
  • Français

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
Get access Rights & Permissions [Opens in a new window]

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
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

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Aberdeen Research (2006, 08). Onboarding benchmark report: Technology drivers help. Accessed January 9, 2007 from http://silkroadtech.com/documents/Whitepapers/OnboardingBenchmarkReport.pdfGoogle Scholar
Aberdeen Research (2008, 01). All aboard: Effective onboarding techniques and strategies. Accessed December 10, 2008 from http://www.aberdeen.com/summary/report/benchmark/4574-RA-effective-onboarding-strategies.aspGoogle Scholar
Ancona, D., Malone, T. W., Orlikowski, W. J., & Senge, P. M. (2007). In praise of the incomplete leader. Harvard Business Review 85(2), 92–100.Google Scholar
Ashforth, B. E., & Saks, A. M. (1996). Socialization tactics: Longitudinal effects on newcomer adjustment. Academy of Management Journal, 39, 149–178.Google Scholar
Ashforth, B. E., Sluss, D. M., & Saks, A. M. (2007). Socialization tactics, proactive behavior, and newcomer learning: Integrating socialization models. Journal of Vocational Behavior, 70, 447–462.Google Scholar
Bauer, T. N., & Green, S. G. (1994). Effect of new-comer involvement in work-related activities: A longitudinal study of socialization. Journal of Applied Psychology, 79, 211–223.Google Scholar
Baughman, W. A., Dorsey, D. W., & Schalm, R. L. (2009). Executive fit is negotiated, not selected. Industrial and Organizational Psychology, 2, 155–158.Google Scholar
Becker, G. (1964). Human capital. New York: Columbia University Press.Google Scholar
Bossert, R. (2004, 09). Transition coaching accelerates leadership success, Chief Learning Officer – Web Only Content. Accessed December 10, 2008 from http://www.arclead.com/files/News/Transcoaching%201.pdfGoogle Scholar
Bower, J. L. (2007). Solve the succession crisis by growing inside-outside leaders. Harvard Business Review, 85(11), 90–96.Google Scholar
Bradt, G., Check, J. A., & Pedraza, J. (2006). The new leader's 100-day action plan. Hoboken, NJ: John Wiley & Sons.Google Scholar
Branham, L. (2005). The 7 hidden reasons employees leave: How to recognize the subtle signs and act before it's too late. New York: AMACOM.Google Scholar
Burton, M. D., & Beckman, C. M. (2007). Leaving a legacy: Position imprints and successor turnover in young firms. American Sociological Review, 72, 239–266.Google Scholar
BusinessWeek (1993, 10 11). CEOs with the outside edge. Accessed December 10, 2008 from http://www.businessweek/com/archives/1993/b334045.arc.htmGoogle Scholar
Charan, R. (2005). Ending the CEO succession crisis. Harvard Business Review, 83(2), 72–81.Google Scholar
Ciampa, D., & Watkins, M. (1999a). The successor's dilemma. Harvard Business Review, 77(6), 161–168.Google Scholar
Ciampa, D., & Watkins, M. (1999b). Right from the start: Taking charge in a new leadership role. Boston: Harvard Business School Press.Google Scholar
Collins, J. (2001). Good to great: Why some companies make the leap and others don't. New York: Collins Business.Google Scholar
Conger, J. A., & Fishel, B. (2008). Accelerating leadership performance at the top: Lessons from the Bank of America's executive on-boarding process. Human Resource Management Review, 17, 442–454.Google Scholar
Conger, J. A., & Nadler, D. A. (2004). When CEOs step up to fail. MIT Sloan Management, 45(3), 50–56.Google Scholar
Economist (2003). Coming and going. Economist, 369(8347), 12–14.Google Scholar
Finkelstein, S. M. (2003). Why smart executives fail: And what you can learn from their mistakes. New York: Portfolio.Google Scholar
Finkelstein, S., & Hambrick, D. C. (1996). Strategic leadership: Top executives and their effect on organizations. Eagan, MN: West Publishing Company.Google Scholar
Friedman, S. D., & Saul, K. (1991). A leader's wake: Organization member reactions to CEO succession. Journal of Management, 17, 619–642.Google Scholar
Gabarro, J. J. (1987). The dynamics of taking charge. Boston: Harvard Business School Press.Google Scholar
Groysberg, B., McLean, A. N., & Nohria, N. (2006). Are leaders portable? Harvard Business Review, 84(5), 92–100.Google Scholar
Grube, L. (1995). CEOs at risk dismissal of executives turnover. The Chief Executive, 108(11), 42–43.Google Scholar
Harris, D., & Helfat, C. (1997). Specificity of CEO human capital and compensation. Strategic Management Journal, 18, 895–920.Google Scholar
Hogan, J., Hogan, R., & Kaiser, R. B. (2010). Management derailment: Personality assessment and mitigation. In Zedeck, S. (Ed.), American Psychological Association handbook in industrial and organizational psychology (pp. 555–575). Washington, DC: American Psychological Association.Google Scholar
Hughes, R. L., Ginnett, R. C., & Curphy, G. J. (2002). Leadership: Enhancing the lessons of experience (4th ed.). New York: McGraw-Hill.Google Scholar
Kotter, J. P. (1995). Leading change: Why transformation efforts fail? Harvard Business Review, 73(2), 59–67.Google Scholar
Kotter, J. P. (2008). A sense of urgency. Boston: Harvard Business School Press.Google Scholar
Lee, D. (2006). Successful onboarding: How to get your new employees started off right? Accessed January 9, 2007 from http://www.humannatureatwork.com/successful_onboarding.htmGoogle Scholar
Lombardo, M., Ruderman, M. N., & McCauley, C. D. (1988). Explanations of success and derailment in upper-level management positions. Journal of Business and Psychology, 2, 199–216.Google Scholar
McCall, M. W., & Hollenbeck, G. P. (2008). Developing the expert leader. People & Strategy, 31(1), 20–28.Google Scholar
McCall, M. W., & Lombardo, M. (1983). What makes a top executive? Psychology Today, 17(2), 26–31.Google Scholar
McGregor, J. (2008). GE: The heat on Immelt. BusinessWeek, 07 28, 35–37.Google Scholar
McNulty, E. (2002). Welcome aboard, but don't change a thing. Harvard Business Review, 80(10), 32–40.Google Scholar
National Association of Corporate Directors (2004). Report of the NACD blue ribbon commission on CEO succession. Washington, DC: National Association of Corporate Directors.Google Scholar
Olson, M. S., van Bever, D., & Verry, S. (2008). When growth stalls. Harvard Business Review, 86(3), 50–61.Google Scholar
Pomeroy, A. (2006). Better executive onboarding processes needed. HR Magazine, 51(8), 16.Google Scholar
Sessa, V. I., & Taylor, J. J. (2000). Executive selection: Strategies for success. San Francisco: Jossey-Bass.Google Scholar
Shen, W., & Cannella, A. A. (2003). Will succession planning increase shareholder wealth? Evidence from investor reactions to relay CEO succession. Strategic Management Journal, 24, 191–198.Google Scholar
Snell, A. (2006). Researching onboarding best practice. Strategic HR Review, 5(6), 32–35.Google Scholar
Sonnenfeld, J. (1988). The hero's farewell: What happens when CEOs retire? New York: Oxford University Press.Google Scholar
Spencer, L. M., & Spencer, S. M. (1993). Competence at work: Models for superior performance. New York: John Wiley.Google Scholar
Tuna, C. (2008, 07 28). Hiring a CEO from the outside is more expensive. The Wall Street Journal Online. Accessed December 10, 2008 from http://online.wsj.com/article/SB121719208233988107.html?mod=fpa_editors_picksGoogle Scholar
Van Maanen, J., & Schein, E. H. (1979). Toward a theory of organizational socialization. Research in Organizational Behavior, 1, 209–264.Google Scholar
Van Velsor, E., & Leslie, J. (1995). Why executives derail: Perspectives across time and culture. Academy of Management Executive, 9(4), 62–72.Google Scholar
Wanous, J. P. (1973). Effects of a realistic job preview on job acceptance, job attitudes, and job survival. Journal of Applied Psychology, 58, 327–332.Google Scholar
Shandwick, Weber (2008, 03 3). Global CEO turnover rises 10 percent in part 12 months according to new Weber Shandwick study. Accessed December 10, 2008 from http://www.webershandwick.comGoogle Scholar
Wells, S. J. (2005). Diving in. HR Magazine, 50(3), 54–59.Google Scholar
Wiersema, M. (2002). Holes at the top: Why CEO firings backfire? Harvard Business Review, 80(12), 70–78.Google Scholar
Zhang, Y. (2008). Information asymmetry and the dismissal of newly appointed CEOs: An empirical investigation. Strategic Management Journal, 29, 859–872.Google Scholar
Zhang, Y., & Rajagopalan, N. (2005). Grooming for the top post and ending the CEO succession crisis. Organizational Dynamics, 35(1), 96–105.Google Scholar