By Debbie Bolla
How prepared do employees feel on their first day at a new company? Probably not very, considering that Sapling HR finds that new hires face more than 50 activities they have to complete during onboarding. But some good news: These activities lead to higher productivity and retention, with SHRM reporting that 69 per cent of employees are more likely to stay with a company for three years if they experienced great onboarding.
But what about CHROs? How can the leaders of human capital best transition into a new role? Mercer recently reported the top three areas to zero in on during the first 100 days as a new CHRO. With the 2019 Mercer Global Talent Trends Study finding that high-growth organisations are four times more likely to have an integrated people strategy, it’s critical that CHROs focus on the processes that support the needs of the workforce.
Mercer suggests a three-step approach to ensure a strong start:
1. Understand the business and workforce issues. In our story The New HR, Editor-at-Large Simon Kent explores how more pressing business demands are shaping HR’s role in the organisation. So it’s no surprise that CHROs need to spend time during their first 100 days understanding business strategy and how HR can have an impact in achieving goals.
2. Develop workforce strategies. What areas of the organisation lend the most competitive advantage? What support do they require? Effective human capital practices need to align with business drivers to make a difference to the bottom line.
3. Leading the charge with change. Every CHRO brings a wealth of knowledge from previous experience in an effort to leave their mark on an organisation. By developing an action plan, CHROs can outline areas of the organisation that will benefit from new approaches. CHROs should ensure that communication management and senior leadership support are part of their overall plan to help aid in the process.
And to anyone starting a new role, start strong!