Wednesday, March 26, 2008
Enterprise Architecture and Hiring Top Talent
If you are an Enterprise Architect and Top Talent, then you need to noodle the following...
Research shows that between 40 & 50% of ALL executives leave early, are dismissed or receive a poor performance review within eighteen months. Such failure is often despite a track record of success. Indeed, the appointment to a new job in management is always attributable to previous success.
There seems to be three common mistakes that organizations make when instructing a new hire. The first is failing to communicate the exact results that are required. Success in a new job more often depends upon a boss’s assessment. New hires therefore, need to be told what constitutes a success in the boss’ eyes and how such success will be measured.
The second mistake is failing to communicate the boss’s management style. This means informing the new hire on the best way to communicate with the boss. Is this by email, report or verbally, and how often? What decisions the boss likes to make personally and what decisions are clearly delegated?
Information that contributes to success identifies to the new hire what help the boss is prepared to give. These include:
Identifying the people with the most influence in the organization?
When and how these influence makers should be contacted?
What support to plans and actions the boss will give?
A big mistake a new hire can make is to introduce systems and processes that have worked for them in the past without considering the new culture or the people affected. It’s also worth remembering that new hires are unlikely to positively affect the bottom line within their first few months. Yet in the new hire’s mind there is the need to prove oneself. This often gives the new hire a false sense of urgency that encourages the introduction of “quick wins”. However, the wrong “quick win” can permanently harm a new hire and point the individual towards the “Exit door”.
A boss can help a new hire avoid the three main errors, understand the new culture, network with colleagues early and thus significantly reduce the 40% risk of failure...
| | View blog reactionsResearch shows that between 40 & 50% of ALL executives leave early, are dismissed or receive a poor performance review within eighteen months. Such failure is often despite a track record of success. Indeed, the appointment to a new job in management is always attributable to previous success.
There seems to be three common mistakes that organizations make when instructing a new hire. The first is failing to communicate the exact results that are required. Success in a new job more often depends upon a boss’s assessment. New hires therefore, need to be told what constitutes a success in the boss’ eyes and how such success will be measured.
The second mistake is failing to communicate the boss’s management style. This means informing the new hire on the best way to communicate with the boss. Is this by email, report or verbally, and how often? What decisions the boss likes to make personally and what decisions are clearly delegated?
Information that contributes to success identifies to the new hire what help the boss is prepared to give. These include:
A big mistake a new hire can make is to introduce systems and processes that have worked for them in the past without considering the new culture or the people affected. It’s also worth remembering that new hires are unlikely to positively affect the bottom line within their first few months. Yet in the new hire’s mind there is the need to prove oneself. This often gives the new hire a false sense of urgency that encourages the introduction of “quick wins”. However, the wrong “quick win” can permanently harm a new hire and point the individual towards the “Exit door”.
A boss can help a new hire avoid the three main errors, understand the new culture, network with colleagues early and thus significantly reduce the 40% risk of failure...
