Perhaps you aren't sure about how to onboard an executive once you've found the right candidate. There are a number of ways to approach onboarding, but most importantly, your strategy must be tailored to your business model and current operational structure.
The New York Times recently interviewed Jennifer Blumin, who runs an event management business named Skylight Group. At a recent business event, she discussed some of the factors that make a trial period necessary for the way she operates.
"What we do is so random and it didn't exist before, so there's really no on-the-job training that you could have," Blumin said. "Each event is a project and each project is completely different."
Thus, the nature of the business dictates the onboarding process – in this case, a trial period where employees are expected to learn as they go. The more standard training that might happen in other circumstances is not as feasible. If your company has its own operational quirks to consider, the executive recruitment process may also need to be just as tailored.
Training follows naturally after hiring, and even incoming executives need to have time to adjust. It's not just private companies that have to consider this, either: The federal government is, according to the Washington Post, contemplating changes to the way it onboards employees as well, at least if it responds to President Obama's proposed 2015 budget.
When a new CEO tenure begins, it might be time for a new approach to orientation and training as well. By starting off with an executive recruitment firm on your side, you can ensure that you have the right candidate in place.
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