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Members of boards and senior executives are being challenged more than ever before to prove themselves within their organisations – and to deliver measurable results quickly.

This expectation applies equally to executives and senior managers recruited into an organisation and to individuals who are promoted within their own company. Better Boards supports both with special on-boarding programmes that help them to master their new responsibilities quickly and effectively.

The Better Boards’ programmes are based on Harvard research findings that have proven themselves in practice. Better Boards also has detailed knowledge and understanding of the investor and private equity perspective.

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High pressure to succeed, little support

The lifespan of executive and governing boards and senior management is decreasing. Board members also have less time to familiarise themselves with the roles they take on. They must demonstrate faster than ever before that they are right for the role, and that they can meet both the often complex demands of the organisation and the high expectations of investors and other stakeholders.

This depends firstly on ability, expertise and talent and secondly on the ability to understand the complex dynamics involved in these roles from the outset. Individuals must be able to build effective relationships, develop strategies, carry out actions and achieve results.

However, a survey carried out by the Institute of Directors in 2013, revealed that nine in ten executive board members feel they are not prepared for their roles. Nearly 70 percent report that they were given no formal support following their appointments. Supervisory boards and investors are therefore increasingly requiring systematic on-boarding processes that enable new incumbents to fill their new role more quickly and to justify their appointments.

Better Boards’ on-boarding programmes help new board members and senior managers bring their personal strengths to the new role, so that they can add immediate value to their organisation.

The on-boarding programme quickly instil and increase confidence among key stakeholders such as investors and supervisory boards. They make it easier for the individual to integrate and network effectively within both relevant committees and the organisation as a whole.

The on-boarding programme lays the foundation for a personal action plan for value creation within the organisation.

The on-boarding programme assist in the selection and development of management and leadership teams.

The on-boarding programme accelerates the implementation of change and provide the basis for necessary and effective communication.

The on-boarding programme enables committee members to play the roles that are right for them within the organisation.

The on-boarding programme equip participants to make a positive, valuable and sustainable contribution to their organisation in terms of its culture, performance and direction.

In times of profound and rapid change for organisations, on-boarding programmes are not a luxury. They are invaluable in ensuring that key individuals who have taken on crucial responsibilities are able to meet the requirements as quickly and successfully as possible.

“The on-boarding programme enabled me to integrate into the organisation much faster. Our coaching sessions have made me aware of the stumbling blocks, and I was able to focus on the issues that have ultimately brought results.” (CFO – Large international organisation)

“We’re aware that we have a very specific culture, and that career changers don’t always find it easy to integrate here. This is particularly the case at the top level. Consequently, we’ve decided to offer all “newcomers” an on-boarding programme. We’ve seen that it helps them to integrate, and that they will produce desired results faster with the help of the programmes… It also demonstrates to the candidate that we really want them to succeed. This alone makes it worthwhile.” (Executive board chairman – Mittelstand)

“I wish we had an ROI like this on all our development programmes.” (HR Director – Large international organisation)

Our evidence-based On-Boarding Process
IN SEVEN STEPS

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