I have previously written about coaching as a development tool and method and how it can benefit the improvement of the organizational performance . In this article I will look further into how companies ensure a fast and high-quality onboarding process by applying mentoring and coaching as a tool.
Based on this HBR article approximately 70% of Fortune 500 companies provide new employees mentoring support after joining the company. The recent studies evidence that these mentoring programs are clearly providing substantial benefits in terms of increased performance.
Individually designed programs
So how are these programs effectively established and how to ensure that you maximize the benefits? We have designed several onboarding programs including mentoring programs for senior experts and leaders and want to share below our experiences.
The critical question is if the onboarding program is optional or not. We have seen that some new managers simply do not see the need for a full program, and they decline mentoring (and also some other parts of onboarding programs). However, it is finally for the company to decide how the onboarding and introduction is managed. Our experience, supported by the research, is that well-designed onboarding programs will increase the performance which itself speaks in favor of having the program as a mandatory for everyone. At the same time for the senior leaders, we recommend highly individualized programs which are based on their specific onboarding challenges.
Include at least 3 mentoring meetings
We believe that a solid onboarding program includes at least 3 mentoring meetings. In practice this means that the new manager will be provided an experienced peer or senior managerial support in addition to support provided by his/her ordinary line manager. The mentor is acting voluntarily and providing his or her professional experience in the relevant field and many years of experience of company culture, products, services, decision making and collaboration through internal networks.
Enable faster introductions to the company culture
The main task for the mentor is to enable the fast introduction to the company culture and “unwritten/unsaid rules”. This might include sharing experiences on what kind of challenges other newly employed managers have faced. It is good to note that even mentor acts on the behalf of the company, not for his or her own interests, a successful mentoring relationship is also benefiting the mentor when providing new insights and outside-in perspectives to him or her.
Onboarding programs with clear targets
Onboarding program which includes mentoring should have some clear targets and evaluation in the end. This ensures that the program continues developing based on the needs of the new managers
To sum up, including mentoring into onboarding programs will increase the companies to reach high-quality results within a short timeframe.
We at AIMS International Sweden are specialized in supporting companies broadly when working with talent management issues including building new way-of-working and providing coaching, leadership assessments and executive search. Please contact us in AIMS International Sweden in case you want to hear more from the solutions we can provide.
Mikko Taipale works as a Partner in AIMS International Sweden. He is a member of Talent Management and Automotive & Mobility Global Practice Teams. Mikko works and is a certified leadership coach (ACC) and has worked as coach and mentor in many organizations. Before starting in AIMS International Sweden he worked close to 20 years in large corporates as a HR leader with a focus on talent management practices.
Mikko has more than 20 years of experience in international roles within large global organisations. He has hold Senior HR leadership roles and specialist positions within both telecom and automotive electronics and worked in Sweden, Finland and Germany. Mikko has a Master of Law degree and he has practised in the City Court of Helsinki. Before transitioning to HR Mikko worked several years within legal consultancy.
