In our last post titled Companies Must Disclose, Not Withhold, we discussed the importance of starting the onboarding process early—during the recruiting and hiring stages—and of being honest and upfront with potential candidates. Here are four recommendations for integrating the recruiting and onboarding functions:
Insist on a comprehensive position description. Not that dull and generic document that reflects the legal description, but a detailed narrative that accurately describes the company and its values, its culture, scope of responsibility, performance deliverables and any hurdles that might limit or preclude success.
For a housekeeper or kitchen assistant, this document might be two or three pages. For a CEO or other senior executive, the document is more than likely going to be in the neighborhood of 30 to 60 pages and will including biographical profiles of the key leaders and direct reports.
Our research of position descriptions developed by other search firms covering major assignments shows that the average position description is between 8-12 pages – hardly a comprehensive explanation for a CEO or senior leadership candidate. Internal recruiters provide even less disclosure than their third-party counterparts do. This minimalist approach to disclosure almost always creates more questions than answers.
Once a candidate has accepted an offer, it is really too late to begin the process of onboarding. In fact, tailoring and integrating the onboarding program to the recruiting process is essential. Get your recruiters involved, soliciting their input. It will enhance the quality of your program.
© 2012 John Gregory Self
© 2013 John Gregory Self