Page 15 - Successful Onboarding

4 • Successful Onboarding

Broken Promises

To understand how unhelpful standard onboarding experiences are, con-
sider what happened to Charles Weber. After 13 years as a Learning and
Development Leader with two large multinational corporations, Charles
decided to pursue a leadership role with what he understood to be an up-
and-coming, high-growth company. Charles had grown frustrated by
bureaucracy that had thwarted several human capital initiatives he’d spent
years developing. At his last company, his promotion path was impeded
by the firm’s L&D vice president, who seemed determined to stave off
retirement as long as possible. It was time for a change.
Charles spent months searching and interviewing for a new job, and
he received several attractive offers. After many dinner table conversa-
tions weighing options with his wife (and contemplating the merits of his
existing job), Charles accepted a role with a well-respected international
financial services firm. Charles’ only reservation, the job’s slightly lower
title and pay grade, was assuaged by a promise from his soon-to-be man-
ager. “You’re our best candidate. Give me 6 months,” she promised with
a wink and a nod. “I’ll make you a Director and you can be in charge of
our Learning and Development programs. I just can’t bring you in as a
Director.” Together, they crafted a set of responsibilities and an exciting
initiative that Charles alone would design and lead. Charles enjoyed the
early collaboration with his hiring manager and eagerly accepted the new
position. The firm’s lead recruiter got word and was excited to have finally
filled the position after 6 months of process and search. Things were look-
ing good.
What transpired next surprised Charles. After packing his family up,
moving to a new home in a new city, and completing a week-long cen-
tralized orientation program, Charles arrived at his office eager to catch
up with his new boss. Yet his boss’ office was empty. His boss, it turned
out, had been conducting a personal job search, too. After waiting two
weeks to meet with his boss’ replacement (an internal transfer), Charles
discovered that the accelerated promotion timeline promised to him had
not been communicated to anyone else in the company, nor was the new
boss much enthused about taking up the political fight associated with an
accelerated promotion. To make matters worse, Charles discovered that