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Index • 275

Interactive learning, 110–111, 133 “Managing up,” as part of company
Intern conversion rate, 215–218 culture, 95–96
Internal personal networks, 127–128 Marine Corps, United States, 69
Internal professional networks, 126–127 Maslow, Abraham, 36–37, 39,
Interpersonal Network Development, 64, 123–124, 152
65, 67 Measurement, of success, 212
external personal networks, 128–129 feedback mechanisms for, 202, 210,
external professional networks, 129–130 215–216, 220–221
internal personal networks, 127–128 metrics dashboard, 215–218
internal professional networks, 126–127 new hire satisfaction by business unit, 214
metrics dashboard to track, 215–218 of objective completion, 217–219
new hire’s connectedness, 3, 29–30, 65, variation of metrics per company, 213
68, 120–121 “What gets measured gets managed,” 213
in Onboarding Margin model, 67 Medtronic, 42–47
as pillar of Onboarding Margin, 64 Mentors/mentoring
“valued connectedness,” 243 Caterpillar’s training program, 211
In-the-field experiences, 114–115 during first week, 152
Irony of Norms, 91 investment in, 202–203
management of, 197, 201–202, 204, 210
Job readiness, metrics dashboard to track, mentoring circles, 202
215–218 mentoring meetings, 205–206
Jobs, Steve, 138 responsibility assigned to, 217
John Deere, 133 Mergers and acquisitions (M&A), 20
executive onboarding process, 81–82 Metrics dashboard, 215–218
systemic/strategic onboarding, 79–83 Microsoft, 129
Johnson, Gerry, 174–175 Miracle on 34th Street, 99
Johnson & Johnson, 42–47, 132 Misreading, of company culture, 87–88
Mitre, 138
Kaiser Associates, 159 Motivation, via strategic immersion and
Knowledge and service-based economy, 7–8 direction, 179–183
Knowledge transfer, 24 Moye, Mindy, 82
case example: Nagothane
Manufacturing, 27 Nagothane Manufacturing, 27
Kotter, John, 100 NASA research centers, 60
Kraft Foods, 42–47 Needs
identifying new hire’s, 232–237
Leadership behavior Maslow’s hierarchy of, 36–37, 39,
case example: Bank of America, 73 123–124, 152
case example: John Deere, 81–82 physiological, 36–37, 39
case example: Shell, 68 for process of
principles for “message” to new hires, administration/governance, 199–204
106–107, 113–115 resources for addressing, 208
“Leading Change: Why Transformation Netflix, 107–108
Efforts Fail” (Kotter), 100 Networking development, 65, 121–122,
LinkedIn, 121, 134, 137 147. See also Software
Lockheed Martin, 42–47, 238 New hire contribution (NHC), 30, 150, 186
governance structure, 211 NHC. See New hire contribution
Nike, 97, 104
M&A. See Mergers and acquisitions Northrop Grumman, 42–47