Onboarding & Transition Coaching
After failed attempts to transition two different executives into the CIO role, a large multinational firm needed to onboard a new CIO whose major challenge was straddling both the technology and business worlds. Transition coaching was deemed appropriate for a six-month onboarding process.
Not only was the role exceptionally challenging, but this executive was also moving from a US company based in the Northeast to one in the South, each with strong and distinct corporate cultures. The cultural issues, along with the business issues related to the CIO role, were the focal point for coaching.
Because of Cambria’s efforts, this CIO transition was seamless, a particularly difficult feat given the history of the role.
Following a series of mergers and acquisitions, a top-tier financial services firm was experiencing unusually high turnover of executives hired from outside the organization, as well as of those promoted from within.
Cambria reviewed the existing onboarding practices within the organization’s business lines, benchmarked them against internal and external best practices, and created an onboarding approach for new leaders in the organization. Cambria then developed an online tool to articulate and support the new process approach, which outlined time-based phases with corresponding objectives and activities.
Now, each stakeholder group — new leader, manager, HR partner, administrative liaison, peer mentor — has easy access to the information and supporting resources most pertinent to them, and there is a central point of access for sharing best practices. Users can enter at any point in the process, identify what needs to be done, and access the necessary tools and resources to help them do it.