Onboarding Managers – An Often Overlooked Best Practice

A long-recognized best practice is to develop an onboarding plan for your operation’s new hires.  The purpose of such a plan is to ensure that new employees are welcomed to the enterprise, receive the appropriate orientation and introductions, and are indoctrinated into the organizational culture, as well as receiving a basic review of enterprise information, employee benefits, operating policies, and work rules.  When the onboarding process is formalized and consistent, all employees have an appreciation for the story of the organization, an awareness of their job requirements, and a common understanding of expectations for their conduct and performance.

While there is no denying the benefits of a thorough onboarding process for line employees, it is even more critical that the enterprise put a similar effort into onboarding newly-hired managers and supervisors.  Regardless of education, work history, and experience, these individuals act as agents of the enterprise and set the standard for everything their employees do.  With so much riding on their leadership and example, ensuring they convey consistent direction and standards to their employees cannot be left to chance.

My optimum onboarding process for managers and supervisors includes the following:

  • The same onboarding process as line employees receive so that they hear and understand what line employees are told.
  • A copy of the Employee Handbook provided for the same reason.
  • A thorough indoctrination in organizational values, presented by the General Manager for maximum impact and effect.
  • Leadership guidance from the General Manager to ensure that all managers have a common understanding of service-based leadership and their critical role in communicating with and motivating employees.
  • A copy of a Managers Handbook, written specifically to spell out expectations for those who direct the line employees with emphasis on employment law, legal and liability issues, work rules, fiscal responsibilities, safety and security, as well as an in-depth discussion of counseling, conduct, discipline, and performance requirements.
  • A detailed review of job description and performance expectations by immediate supervisor
  • A copy of the operation’s Strategic and Annual Plans so they understand its direction and trajectory.
  • In concert with immediate supervisor, the development of an individual work plan with first year reviews at 30, 90, and 180-days.  Early engagement, counseling, and intervention as necessary are critical to the long-term performance and success of any newly hired manager.
  • Introduction to and review of personnel and accounting standards, policies, and procedures by Human Resources Manager and Controller, respectively.
  • Introductions to key management staff.
  • For managers of private club, presentation to board and key committee members.
  • A first-year reading list of management and leadership books to include Jim Collins’ Good to Great: Why Some Companies Make the Leap . . . and Others Don’t, John Maxwell’s Developing the Leader Within You, and Stephen Covey’s The 7 Habits of Highly Effective People.  To be most effective, these books and other periodically assigned reading material should be discussed on an ongoing basis at weekly staff meetings.
  • Office or work space set up, fully prepared, and waiting for the new hire.  Minimum support requirements include a personal computer or laptop, cell phone or PDA, a list of key phone numbers, a listing of department heads and managers with land line and cell numbers, security codes for work areas, and a set of keys for all necessary spaces.
  • After several weeks the General Manager will set up a one-on-one meeting with the new hire to see how he or she is settling in, to answer any questions, and to once again reinforce basic leadership concerns, organizational values, and enterprise goals.

While this level of effort to onboard management staff seems like a lot of work for something that may only happen a couple of times a year with normal turnover, the potential repercussions of not providing consistent information and expectations to new managers and supervisors and continuing to reinforce it on a regular basis can have a significant and long-term impact on the quality of the operation.

While there are many important and valuable HR best practices, I don’t believe there is any as important as establishing the basis for how your organization runs with those who must lead employees.  The time and effort put into individually developing your management staff and forging them into a team with a common understanding of purpose and means is the single most critical driver of an enterprise’s success, yet how often is it overlooked in the ongoing press of daily operations?

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the hospitality industry and its challenges. From time to time, we will feature guest bloggers – those managers and industry experts who have something of interest to say to all of us. We also welcome feedback and comment upon the blog, hoping that it will become a useful sounding board for what’s on the minds of hardworking hospitality managers throughout the country and around the world.

Hospitality Resources International – Management Resources for Hospitality Operators!

Tags: ,

Leave a Reply