Executive Onboarding Program

www.miami.edu/executiveonboarding © 2011

Executive Onboarding Program

University of Miami

Contents

CONTENTS ... 0

EXECUTIVE SUMMARY ... 1

KEY AREAS OF FOCUS ... 2

TRANSITIONING THE PROFESSIONAL ... 3

EXECUTIVE ONBOARDING PROGRAM ... 3

INTEGRATING THE FAMILY ... 4

LEARNING THE COMMUNITY ... 4

APPENDIX ... 5

PRE-ARRIVAL EXECUTIVE ONBOARDING QUESTIONNAIRE ... 5

DEPARTMENTAL EXECUTIVE ONBOARDING CHECKLIST ... 7

STAKEHOLDER MEETING SUBJECT GUIDELINES –CORAL GABLES AND ROSENSTIEL CAMPUSES ... 8

STAKEHOLDER MEETING SUBJECT GUIDELINES –MILLER SCHOOL OF MEDICINE &UHEALTH ... 9

THE FIRST 90DAYS BY M.WATKINS ... 11

SENIOR LEADER COACHING:90DAY DISCUSSION GUIDE ... 12

MANAGEMENTOR ... 13

SENIOR LEADER COACHING:120–180DAY UPDATE DISCUSSION GUIDE ... 15

CONTACT INFORMATION ... 16

1

Executive Onboarding Program

University of Miami

Executive Summary

The Executive Onboarding program is designed to create an individualized plan for any newly hired or promoted executive. The plan addresses needs from pre-arrival through the first six months on the job, and addresses the executive’s family as well as professional needs. The ability of the executive to focus on the needs of the organization is enhanced when family needs are addressed early on in the transition into the UM family. The program provides a structure and tools to ensure consistency in the quality of the experience for the

executive. The program contents are: Pre-Arrival Needs Assessment – New executives will receive a welcome call from either Human Resources or Faculty Affairs (as appropriate) to determine housing, education and moving assistance (see Pre-Arrival Executive Onboarding Questionnaire on page 5).

Resources aligned for Needs – The HR or Faculty Affairs designee will contact the appropriate resources aligned to needs, and follow-up with resources assigned to make sure assistance was provided.

Completion of Departmental Checklist – The departmental checklist is a list of information that the school/ department should prepare for the

new executive. Schools/departments can add to the checklist based on their individualized need. This will be the responsibility of the school/department’s HR Liaison and/or executive assistant (see Departmental Executive Onboarding Checklist on page 7).

Orientation and Onboarding Activities – All new executives will be scheduled for the New Employee Orientation, a student campus tour, staff introductions, and a series of one on one meetings with key stakeholders and direct reports within the first 60 days. Additionally, the senior leader will assign a peer coach to assist in guiding the new executive in navigating the UM system and introducing them to key community venues. The leader will be presented with The First 90 Days book by Michael Watkins as a resource in effective methods for successful transitions (see Stakeholder Guidelines on pages 8 and 9 and The First 90 Days on page 11).

Pre-Arrival Needs Assessment Resources aligned for Needs Completion of Departmental Checklist Orientation and Onboarding Activities 90-day Senior Leader Coaching 5-6 Months Senior Leader Coaching Update Program Evaluation

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90 Day Senior Leader Coaching – After 90 days, the new executive will have an opportunity to give feedback to and receive coaching from their senior leader on the transition. We recognize that executives may not have received formal training in leadership skills, therefore, Human Resources has purchased the Harvard Business Review’s ManageMentor online training library to assist new executives with external learning on key management skills (see Senior Leader Coaching: 90 Day Discussion Guide on page 12 and ManageMentor information on pages 13 and 14).

5-6 Months Senior Leader Coaching Update – This is an opportunity for senior leaders to follow-up on the 90-day coaching discussion, and check in on the new executive’s progress and provide further resources (see Senior Leader Coaching: 120 – 180 Day Update Discussion Guide on page 15).

Program Evaluation – It is important to evaluate the program outcomes on a continuous basis in order to refresh and update the content. Evaluations will be conducted with both the participants and the senior leader.

Key Areas of Focus

• Increase effectiveness and successful transition of new executive by providing key information, leadership consulting, peer coaching, performance feedback, and guidance within the first 180 days on-site

Integrating the Family

• Assist senior executive’s family in successfully migrating to Miami Learning the Community

• Internal: understanding and embracing the uniqueness of the UM and Miami Communities • External: becoming involved in the

Miami Community; outreach as a UM leader

Transitioning

the

Professional

Learning the

Community:

UM and

External

Integrating

the Family

into Miami

Living

3

Transitioning the Professional

Executive Onboarding Program

• Integrating the Family

• Connect to housing, personal services, and school information, as needed 10 – 15 Days

• Orientation

• Attend New Employee Orientation

• Introduction of History, Organization’s mission and Standards of Accountability 30 – 60 Days

• Staff Introductions - one or more options below can be used: o Welcome Breakfast/Lunch with all staff

o New Leader Transition Meeting (facilitated by HR with

Direct Reports) to get information on teams, answer questions and set expectations and goals

o Sub-team meetings to gather information on teams, answer questions and set expectations and goals

• Department/School Profile and key information o Review Faculty Manual/HR Policies

• One on one meetings with stakeholders and direct reports

o Organization Development Services meeting and presentation of The First 90 Days book as resource

• Peer Coach assigned by senior leader 60 – 90 Days

• New Leader Transition Meetings

• Develop plans for change initiatives, organizational changes, mission, vision and goals 90 – 120 Days

• Senior leader coaching of new executive:

o Solicit feedback from the new executive on transition progress and any changes he/she sees as beneficial to the organization

o Gather feedback received in initial 90 days from key stakeholder and present themes to new executive (see Senior Leader Coaching: 90 Day Discussion Guide)

o Provide coaching as needed

o Provide feedback on new executive’s department or school strategy direction as needed

• Optional training resources

o Harvard Business Review’s ManageMentor online training program 120 – 180 Days

• Senior Leader meets with new executive to: o Ask for feedback on transition

4

Integrating the Family

Assess and provide family and community integration resource needs • Spousal Employment Assistance

o Provide consultation with Director, Human Resources or Director, Faculty Affairs regarding possible UM positions as well as identifying other local opportunities based on spouse’s qualifications

• Housing • Education

Learning the Community

• Peer coach

o Recommend internal UM community involvement (i.e. Alumni events)

o Recommend external UM community involvement that impacts the new executive’s scope of responsibility or UM governance

o Navigating the UM systems and processes • Attend Miami Chamber events

• Executive Onboarding website

Pre-Arrival Needs Assessment Resources aligned for Needs Completion of Departmental Checklist Orientation and Onboarding Activities 90-day Senior Leader Coaching 5-6 Months Senior Leader Coaching Update Program Evaluation

5

Appendix

Pre-Arrival Executive Onboarding Questionnaire

Name

Expected

Start

Date

School/College/Division

Department

Contact

Purpose

In preparation for your arrival to the University and in an effort to assist you in your

transition, we are reaching out to customize your onboarding. We will be asking a

series of questions to help guide this process.

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Planning Topics

Would assistance with the following items be helpful to you? Contact with University approved moving companies

Housing a. Off-campus housing

b. Realtor assistance required? ____ c. Temporary housing needs

d. Condo/Apartment living e. Single –family home

f. Urban living (ability to walk to stores, entertainment)

g. Suburban living

Relocation Status a. Executive target relocation date ____________ b. Family target relocation date _______

c. Family status, i.e. spouse, children, etc. ________ Schools (if applicable) a. Childcare Facilities

b. Elementary (K-5) c. Middle (6-8) d. High School

e. Private/Public/Either

f. Interest in speaking with someone from our School of Education regarding their insight into area schools

Employment a. Assistance with identifying employment

opportunities for a spouse/significant other Miami Living – I can get you

connected with individuals in our UM family to discuss ‘living in Miami’.

a. Are there any questions you or your family may have about living in the Miami area?

Follow up Items:

.

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Departmental Executive Onboarding Checklist

□ Organizational Chart

□ Direct Reports job description and resumes □ Most recent Performance Appraisal

□ Departmental demographics and background □ Provide VP/Dean Job Description

□ Departmental demographics and background

Office Set Up

□ Order necessary supplies □ Furniture Set-up

Information Technology

□ Set up Cell Phone/PDA □ Order Laptop

□ E-mail Set Up □ Cane ID

□ Obtain access to systems needed (DHRS, ENET, DMAS, etc.)

Meetings – Orientation Schedule

(Initial efforts led by AVP-HR, Director, Faculty Affairs or Designee)

□ Schedule meetings with outside Key individuals (i.e. donors, Board of Trustees, etc.) □ Schedule meetings with internal Key individuals (i.e. leadership, managers in.) □ Schedule meetings with direct reports and department and/or division

Resources Contact List

□ Provide list of key contacts for major areas □ Professional networking opportunities Training

□ Set up necessary systems training (DHRS, ENET, DMAS, etc.)

Credit Card

□ Contact Corporate Cards department, and complete application if necessary,

Parking

8

Stakeholder Meeting Subject Guidelines – Coral Gables and Rosenstiel Campuses

• Overview of Management of Provost’s Operation • Strategic Plan

• Financial Oversight Expectations Senior Vice President, Business & Finance

• Overall University Financial Resources • Role of the Board and UM Finances Vice President, Human Resources

• HR Organizational Chart and Areas of Responsibilities • Introduction to Organization Transition

• The First 90 Days Book (Gift) Vice President of Finance and Treasurer

• Organizational Chart • Internal Controls • Conflict of Interest

• Financial Roles and Responsibilities Vice President, Real Estate and Facilities

• Introduction to University’s Master Plan (MP)

• Update on Incoming Leader’s Facilities and Impact to MP • Overview of Deferred Maintenance and Cost Model Vice President, Chief Information Officer

• Overview of UM Systems • Overview of BSSC • Central Server Services

• Introduction of internal department IT Life Cycle Planning • IT Governance

Vice President, Student Affairs  Student Affairs Organization  University Traditions

Associate Vice President, Budget and Planning • Advises of Overall Unit Budget Characteristics

• Overview of Department Budget Management and Personnel • Overview of UM Budget Cycle Processes

Direct Supervisor

• How best to communicate with me

• Commitment to formally conduct a 90-Day Senior Leader Coaching session • Commitment to formally conduct a 120 Day Senior Leader Coaching Update

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Stakeholder Meeting Subject Guidelines – Miller School of Medicine & UHealth

• HR Organizational Chart and Areas of Responsibilities • Recruitment

• Employee Relations • Compensation Practices • Performance Management

• Introduction to Organization Transition • The First 90 Days Book (Gift)

Senior Vice President/Dean of Miller School of Medicine, if applicable • Overview of Management of MSOM/UHealth

• Leadership Expectations

Vice President for Medical Administration and Chief Operating and Strategy Officer for the Miller School and UHealth, if applicable

• Overview of Miller School and UHealth • Business Plans

Executive Vice President and Provost, if applicable • Overview of Management of Provost’s Operation • Strategic Plan

• Financial Oversight Expectations Senior Vice President, Business & Finance

• Overall University Financial Resources • Role of the Board and UM Finances Vice President of Finance and Treasurer

• Organizational Chart • Internal Controls • Conflict of Interest

• Financial Roles and Responsibilities Assistant Vice President, Facilities & Services

• Introduction to University’s Master Plan (MP)

• Update on Incoming Leader’s Facilities and Impact to MP • Overview of Deferred Maintenance and Cost Model Vice President, Chief Information Officer

• Overview of UM Systems • Overview of BSSC • Central Server Services

• Introduction of internal department IT Life Cycle Planning • IT Governance

10

Chief Financial Officer, Miller School & UHealth • Advises of Overall Unit Budget Characteristics

• Overview of Department Budget Management and Personnel • Overview of MSOM/UHealth Budget Cycle Processes

If Clinical

• William O’Neill, M.D., Executive Dean for Clinical Affairs, Chief Medical Officer, UM Health System

Direct Supervisor

• How best to communicate with me

• Commitment to formally conduct a 90-Day Senior Leader Coaching session • Commitment to formally conduct a 120 Day Senior Leader Coaching Update

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The First 90 Days by M. Watkins

Michael Watkins provides a framework for transition acceleration that will help leaders diagnose their situations, craft winning transition strategies and take charge quickly. Transitions are critical times when small differences in the leader’s actions can have disproportionate impact on results. The quicker the leader can figure out how to take charge and build momentum the better. This book shows the leader how. Additionally, the book assists the leader in assessing his/her strengths and weaknesses, negotiate a productive working relationship with your boss, and build your team to be successful.

Here are the 4 Transition Types:

1. Startup. The leader is charged with assembling capabilities to get a new product, business, or project off the ground.

2. Turnaround. The leader has to take a group that is recognized to be in trouble and work to get it back on track.

3. Realignment. This involves re-vitalizing a unit, product, process or project that is drifting into trouble.

4. Sustaining Success. The leader must shoulder the responsibility for preserving the vitality of a successful organization and taking it to the next level.

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Senior Leader Coaching: 90 Day Discussion Guide

In the initial coaching session, the focus is on gaining insight into the new executive’s impressions as well as providing answers to his/her questions related to process, norms and culture. Below are suggested questions to ask the new executive:

Questions to ask New Executive

1. How do we compare with what you expected? 2. What is working well?

3. Based on your prior experiences, what ideas for improvement do you have?

4. As we position you for success, are there any concerns or barriers that you have observed that could derail you?

5. What do you need from me to ensure your success?

Additionally, it is an opportunity for the senior leader to give feedback to the new executive on any early themes or concerns observed or raised by colleagues and/or stakeholders.

Reflection and Stakeholder Feedback to New Executive 1. Early impressions of the executive’s strengths.

2. Early impressions of the leader’s development needs.

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ManageMentor

14

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Senior Leader Coaching: 120 – 180 Day Update Discussion Guide

This coaching session is an opportunity for senior leaders to follow-up on the 90-day coaching discussion, check on the new executive’s progress, as well as provides further resources as needed. You are encouraged to seek feedback from stakeholders and key interfaces to obtain additional perspectives to share.

Questions to ask New Executive

1. Since our last discussion, do you want to add anything about how we compare with what you expected?

2. What about other ideas for improvement that you may have noticed since our previous discussion?

3. Are there any new concerns or barriers that you have observed that could derail you? 4. What do you need me to do differently to support your goals and initiatives?

As before, it is important that the senior leader give feedback to the new executive, to that end, reflect on the following:

1. How has the new executive done things differently based on any changes that were agreed upon at the 90-day coaching discussion?

2. Impressions of the executive’s strengths.

3. Impressions of the executive’s development needs.

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Contact Information

 Marcia Beckford, Executive Director, Professional Development and Training Office at [email protected]

 Debbie J. Wedderburn, Assistant Vice President, Human Resources at [email protected]