New Executive Hires Need Some HR Hand Holding to Keep from Stumbling
Posted on Friday, June 15, 2007 by Frank Roche
New executives can adapt anywhere. After all, they’re in charge, right? Well, as we all know, it’s not quite like that. There have been several classic executive flare outs in the past few years. Each of them seemed to hinge on “corporate culture” and how the executive failed to understand it.
“It’s my way or the highway” might be a good punchline, but it’s not what new executives get to say and not how organizations work. Recent research by leadership expert Michael Watkins says, “The main reason why newly hired outside executives have such an abysmal failure rate (40%, according to one study) is poor acculturation: They don’t adapt well to the new company’s ways of doing things.”
In an article in Harvard Business Online titled Help Newly Hired Executives Adapt Quickly, Watkins says that newly hired executives think they have a mandate, but there are pitfalls to be avoided and a culture to learn.
In some organizational cultures, it’s important for a newly hired executive to know the right people to advance his or her agenda. In others, it’s all about understanding proper procedure. At both GE and Johnson & Johnson, goals are set via rigorous planning processes, but the companies differ on implementation, with GE executives going through specified procedures and J&J leaders relying more on relationships.
It’s HR’s job at the outset to make sure that newly hired executives are prepared and fully aware of the culture they’re entering. What was successful where they’re coming from doesn’t necessarily mean the same approach will work in their new company. Watkins says that quick acculturation is essential: it makes the executive more effective and saves a lot of early embarrassment when “that’s not how we do it here” comes up:
A company can assist its newly hired executives by evaluating all those aspects of its organizational culture and then being explicit about them and about the behaviors it expects. This information should be incorporated into any “Getting Things Done at Our Company” material that may be handed out to new executive hires.
You can read more by Michael Watkins at The Leading Edge on Harvard Business Online.
Eric
Jun 16th, 2007
I think HR should also provide RJP (realistic job preview) for new executives — not only for new graduates. RJP can perform a valuable function in new executives orientation, reducing reality shock and thus speeding the socialization process.
Frank Roche
Jun 16th, 2007
Eric, that is a very good point, and an excellent way of referring to the picture of what the new place is like: RJP.
Heck, they make brochures for summer camp and vacation spots, and you go to those only for a week or two. A job is a long-term commitment (generally). It’s good to know what it’s like before execs get there (or anyone, for that matter).
Scott McArthur
Jun 17th, 2007
I’m not sure about this subject – yes I agree that new starts need help with company process and can benefit from a buddy. Do they really need HR to tell them about the culture? and what is culture anyway and can it (whatever “it” is”) really be measured? I’ve used many different techniques (from Q12 to MORI) and I have a feeling that the “covert” culture is much more powerful than the culture determined from any study or from HR’s map of the world.
Lots of questions and I’m not sure I’ve been much help with the answers but it is Sunday morning……!
Frank Roche
Jun 17th, 2007
Scott, great point, as always!
I guess in my mind’s eye it’s about HR telling an authentic story….but that’s the rub. I’m not certain that HR (or any single group for that matter) really knows “the story.” As you say, “covert” culture is out there lurking and more powerful than any process can capture.
What I’m thinking is that HR can facilitate a “what it’s like to work here” approach that gets at the sacred cows and general feeling of a company. It’s a little of the Johari Window work — being aware of yourself and aware of how others perceive you. Maybe there’s room for companies to conduct a Johari assessment of themselves (whether formally or informally) and then at least they would know. What drives me nuts is to hear companies call themselves “high involvement” or “employee engagement” places, only to be the first to smack down ideas and cut 10% of the workforce each year.
It’s a conundrum. I’m going to follow up with the professors and get more feedback on what’s required…and the “how” of letting execs know about culture.