Management induction

The recipe for a successful induction process for new CEOs or managers is as simple as it is ingenious – as well as a measure of courage ...

... the new CEO or manager needs to gain a rapid understanding of how the organisation operates. Getting up to speed on this before formally joining the organisation ensures a great start from the first day in the job, as well as time to form a personal perception of operations. It also makes it easier to see through the jockeying for position that always accompanies the appearance of a new manager. Using this aid when joining an organisation as CEO has proven to be a wise move that benefits both the newly appointed manager and the organisation.

In the current climate, a new CEO has, at most, 12 – 15 months to produce results. Consequently, both the management team and the organisation in general must be fully focused on operations almost immediately after the appointment.

A management induction process ensures that:

• Decision-making documents for both strategic decisions and operational measures are available before day 1 on the job
• The new regime is up and running much sooner
• The manager - organisation logon process is made significantly easier since
  • knowledge of the organisation, its background, views of the operation and its results is available
  • knowledge of working methods, staff expertise, views of the future and leadership is available
  • current issues and problems within different areas of the organisation are highlighted and can be discussed
  • the approach paves the way for a smooth logon when the managers’ and staff’s expectations are made clear

The induction process can be divided into four stages:

• Announcement
• Survey
• Strategy
• The first 100 days

As soon as the appointment of a new manager and a start date has been announced, it is time to start the survey process. This primarily takes the form of interviews with the board of directors, the senior management team, middle management, members of staff and union representatives. A summary and analysis is presented in a report, which forms the basis for the next stage.

The report is made available to the newly-appointed manager and forms the basis for a strategic discussion with him/her about what needs to be done, and how. A strategic plan is drawn up for the first 100 days in the new job and the manager implements all the preparatory work during his/her first 30 days. In this phase, a high pace and a sense of urgency are vital.

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