priorities. The executive’s idea of an
“early win” may be off-target.
■■ Provide clear and specific feedback
both about task performance and fit
with the culture.
■■ Be clear and specific about the role,
expectations and measures of success.
■■ Provide introductions and networking
opportunities.
■■ Provide help with the administrative
basics.
■■ Highlight the welcoming plan and
orientation program.
■■ Assign a peer coach.
REALITY: DID I MAKE THE RIGHT
DECISION? (MONTHS 4-6)
After three months or so, executives begin
to understand the organization more ac-curately
– seeing the good, the bad and the
ugly. Doubts start to set in, accompanied
by a decrease in confidence. The HR pro-fessional’s
involvement becomes even more
important in working with the executive
and the boss to implement the following
actions:
■■ Provide the organization with
recognition of the new executive’s
successes.
■■ Hold regular one-to-one meetings
to provide feedback, both in terms of
performance and fit with the culture,
and to monitor how the executive is
doing.
■■ Articulate decision-making processes
and organization dynamics that are
critical to success (i.e., how things really
get done).
■■ Clarify critical goals and objectives.
■■ Broaden exposure to the culture and
people.
ADJUSTMENT: DO I WANT TO
DO THIS? (MONTHS 7-12)
During the third phase, expectations are
more realistic, relationships start to take
hold and new executives start to recover
their confidence. At the same time, howev-er,
questions about cultural fit linger and
commitment hits its lowest point. Issues
surfacing during this stage can be ad-dressed
by:
■■ Reviewing progress against goals and
deliverables.
■■ Broadening exposure to the culture
and people through a cross-functional
project.
■■ Beginning to identify longer-term
development needs.
■■ Providing feedback about what is
working and what is not.
■■ Having a key leader reach out to
reinforce commitment and connection
to the organization, providing an
opportunity for dialogue and two-way
feedback.
INTEGRATION: I’M IN THE RIGHT
PLACE! (MONTHS 12-18)
For many executives, completing a fiscal
cycle is seen as a critical aspect and brings
closure. But how does the HR profession-al
know when the integration program is
over? Progress may be measured by pay-ing
attention to four distinct components
of success:
■■ Credibility – Others respect the
executive. His/her opinion is actively
sought out, and others listen when he/
she talks.
■■ Alignment – The goals and actions
are aligned with both manager and
organizational imperatives. The
organization feels that the executive
understands its goals.
■■ Acceptance – The executive is accepted
and feels a desire to belong. The
organization feels the executive fits in
well.
■■ Contribution – The executive is
achieving measurable results. He/she
knows how to get things done and the
company feels that the individual is
making a difference.
With the integration process winding
down, the HR professional can begin to
shift to the next phase of the executive’s
career by focusing on succession planning
and potential advancement, engaging in a
development process to prepare the exec-utive
for the future. ■
Dr. Debra Hughes is a partner with RHR
International LLP in Toronto.
leadership
WISE HR PROFESSIONALS KNOW THE TRUE
MEASURE OF SUCCESS COMES ONLY WHEN
AN EXECUTIVE IS FULLY INTEGRATED INTO
THE ORGANIZATION’S CULTURE AND IS
PRODUCING SUSTAINED, QUALITY RESULTS.
32 ❚ OCTOBER 2014 ❚ HR PROFESSIONAL
