You know the dopamine spike you get from finding a candidate with the proper skill set, experience, and apparent culture fit. Things are about to get very competitive. Imagine that a near-perfect candidate chooses one of your competitors because they provided a better candidate experience. Even if your benefits package is competitive, the ease of the hiring process will reflect how your organization operates, and you need to show off your attention to detail.

Do some spring cleaning in these three critical areas of focus to keep a competitive candidate experience in your talent search.

Improving your company’s #candidateexperience starts with your careers page. Get @CaliperCorp’s tips on their blog:
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1. Your Application

Start with your careers page and your application. Your careers page is a billboard for your company. Make sure it’s mobile-friendly and easy to apply. Be clear and concise in how you portray your company, but show off your culture, too. Refresh how you represent your company on this page. The page should be tailored to your candidate’s needs rather than bragging about your company’s accomplishments.

Consider including these on your careers page:

• Company culture video
• Growth opportunities
• Exact benefits
• Career site chatbot for 24/7 assistance

Tip: Did your company shift to remote work? Your in-office ping pong table and breakroom snacks are no longer relevant. Make sure any changes in benefits (tech stipend, flex time, remote or hybrid office environment) are reflected on your careers page.

Your actual application should be quick and straightforward. An overly complicated process with repeat questions that could be answered through a resume will start your process off on the wrong foot if they apply at all. 60% of job seekers abandon the application process if it takes too long or is too complex. Though every company and position is different, in most cases, a resume, cover letter, and portfolio link are all you need to decide if you should schedule an interview.

Application best practices:

• Provide clear instructions
• Optimize applications for mobile
• Enable the LinkedIn quick apply option
• Don’t require candidates to make an account
• Send a confirmation email after they submit

The application process needs to be a quick first step for hiring departments to base the next steps on. A candidate shouldn’t be stuck spending hours filling out open-ended questions if they’ll receive an immediate ‘no’ because of their years of experience or a missing certification.

2. Interview Scheduling

The interview scheduling process can quickly get messy, awkward, and is ripe for hurting candidate experience. As mentioned above, every application should be followed up with immediate confirmation of receipt email. Thank them for taking the time to apply and be clear about the next steps in the hiring process. Will they receive an email? When is the latest they would hear back? 

53% of applicants say they did not receive a response from employers until three months after applying. And, 83% of candidates say it would greatly improve their overall experience if employers provided a clear timeline of the hiring process. Don’t overpromise — they just need a rough timeline. 

If you’re emailing them to set up an interview, avoid unnecessary back and forth by providing some suggested times or windows rather than asking about availability. Even better, leverage automation to automatically work with the candidate to find time on your calendar for an interview.

@CaliperCorp says hiring managers should review these three parts of their process to keep their #candidateexperience competitive:
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People wait anxiously to hear back after an interview. Let candidates know if you’re not interested as soon as possible. If you’re slow to respond or fail to respond completely, your company will leave a bad taste in their mouth. If you had an interview with them, take the time to send them a personal email and highlight their strengths rather than sending a generic email to each.

3. Personalized Onboarding

Candidate experience doesn’t end when an offer letter is signed. Your onboarding experience sets the tone for a new employee’s experience while getting to know their team and learning about the company’s attitudes, methods, culture, and tools. With increased remote work, your onboarding process needs increased personalization and should feel as welcoming as it would in-office.

Onboarding tips:

• Spread out the paperwork. Don’t overwhelm new hires by only focusing on onboarding documents on their first day.
• Make your new hire feel part of the team by greeting them with (or sending) branded company swag.
• Train cross-department so your new hire understands how the departments work together.
• Set expectations early for communication guidelines and deadlines.
• Don’t leave room for awkward downtime. Keep their first days tightly structured.

Simplify Selection

A quick and efficient hiring process benefits recruiting teams, those hired, and those that weren’t the right fit. Hiring teams can boost efficiency and boost their candidate experience by leveraging selection tools to identify critical information to gauge candidate fit and guide interviews. 

The Caliper Essentials for Selection report compares candidate results to a validated job model to inform you of their overall fit. The report is designed to support varying roles within your selection process. 

In addition to a report on a candidate’s fit with a particular job role, you are also given potential interview questions to help probe into developmental opportunities for the candidate, allowing you to further comprehend the individual’s potential within the role.

Information at your fingertips:

• Overall fit score
• Key findings and recommended behavioral interview questions
• Summary of scores for critical, important, and supporting competencies
• Role-specific summary of the strengths and areas of development
• A detailed overview of how the individual communicates works with others, solves problems, makes decisions, and organizes and prioritizes time

View a Sample Report

You can transform your organization with Caliper’s scientifically validated assessments and reports and send your offer letters knowing your candidate experience stands out and your selections are perfect for your organization. See what Caliper can do for your candidate experience.

Trying to integrate a #NewHire onto an existing, high-performing team? @CaliperCorp has 4 #BestPractices on how to seamlessly add someone new to your company onto an existing team:
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Here are 4 best practices so adding a new hire onto an existing team:

1. The Caliper Profile Goes Beyond Selection

Personality assessments don’t expire when the new hire walks through the door. Leverage what you’ve learned about this individual’s strengths, motivations, natural inclinations, and preferred communication and work style. When managers take these things into consideration, it becomes much easier to shape coaching and mentoring strategies, provide targeted guidance, and help the individual acclimate to and thrive within their new team.

Even if you don’t use assessments for selection, it’s a valuable tool for managers to better understand their team dynamic, how individuals might interact with one another, bolster each other’s strengths, and get ahead of potential conflict. By helping the team to get to know one another on a more personal level, managers can increase mutual understanding, improve communication, and foster a strong, well-bonded team.

2. Prep The Team Ahead Of Time

Preparation is key when it comes to integrating a new team member. Don’t wait until they’ve already started, make sure the team has an understand of who will be joining them, what the new teammate’s responsibilities will be, who will be involved in each part of the training, and set up an opportunity for the team to get to know their new member in a setting that’s not all about work.

Before Day 1 arrives, a well prepared team will make for a seamless transition and smooth onboarding process. By removing any unknowns, inconsistencies, or variables before the new hire arrives, the team will be able to hit the ground running.

Bonus Content: Watch the Onboarding New Employees Webinar!

3. Set Expectations For Everyone On The Team

Sometimes employees on an existing team might not think that a new member means anything for their own workload. But this isn’t always the case. Of course managers will be thinking about the start-to-finish process for the new team member, but don’t overlook how that process will affect everyone on the team. Whether that be aligning training sessions, scheduling checks-ins, meeting with members of the team to see how the new hire is ramping up, or how they can transition workload and responsibilities as the new member gets more and more set in their new role — it’s important that the entire team knows what’s happening at a given moment so that there’s no sputtering, stalling, or confusion.

How can you ensure your new hires fit in well, catch up quickly, and become effective early? @CaliperCorp says it comes down to these 4 #BestPractices during the #onboarding process:
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4. Put it to a Timeline

An important part of keeping the process moving and on track is to create a timeline. Map out the onboarding and training timeline, outline how long the process should take, break it into phases or stages, and set deadlines for when they should complete each stage. Doing this allows not only the manager to keep track of where the process is at, but also allows for the new hire to see a full view of their training, how long it will take, and how it will be broken down. Teammates can also see what will be happening, when, and have a better idea for when their team will be fully up to speed.

The timeline is also a great opportunity to set goals, schedule one-to-one conversations, build in time for feedback, questions, and any necessary check-ins along the way to ensure that your new hire has ample opportunity to get the coaching, guidance, and face-to-face time they need as they’re settling in.

The important part of assimilating a new hire into an existing team is to remember that they’ll be fitting into an existing dynamic. Leverage the Caliper Profile to better understand the successes and challenges that the individual and the team as a whole will face throughout the process —  and plan for how to address those things ahead of time in order to alleviate as much friction as possible.

To learn more about the ways the Caliper Profile can make onboarding and training a smoother process for your new hires and their team, reach out to our experts today!

Did you know that 64% of job applicants don't respond to bad #JobDescriptions? Learn how @CaliperCorp says to write job descriptions that work:
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Often, job descriptions are written based on a template or use a framework that’s a one-size-fits-all, generalized version of a role written from a company viewpoint. For experienced workers who aren’t in a hurry or are more passive about finding work, this approach isn’t going to grab the attention of highly skilled individuals looking for an exciting new challenge. Using a checklist of responsibilities and the skills and qualifications necessary to accomplish them doesn’t work. And for small businesses or start-ups who don’t have a brand identity to leverage, making your description something meaningful, interesting, and informative is critical.

It’s important to remember that your hiring process begins with your job description. It’s a key moment when initial expectations are set for your candidates. Creating descriptive, thorough job descriptions that are highly relevant to your specific positions is worth the time and investment.

Download Our Whitepaper:
How to Write an Effective Job Description

What Makes an Effective Job Description?

You want to write job descriptions that effectively:

• Encourage unqualified job seekers to self-select out
• Give you a complete picture of what a candidate needs to possess to be successful in the role
• Help you find candidates quickly when the role needs to be filled urgently
• Cover the business in any legal issues that should arise during the interview process

So how do you go about writing a description that’s effective? Consider this process:

• Purpose: Why does the role exist? How does it serve the organization?
• Primary Duties: What tasks are people in this role expected to complete?
• Requirements: What requisites are needed in order to succeed?
• Competencies: Which competencies are needed in this position to excel and thrive?
• Culture: What is the company’s culture and work environment like?
• Values: What are the company’s mission, vision, and values?

How do you right job descriptions that hit all the right notes with #JobSeekers? @CaliperCorp shows you how:
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How to Accurately Represent the Role

Creating the most thorough and complete job description for your role starts with an in-depth job analysis. To do this, you or a third-party consultant, like Caliper, could hold conversations with stakeholders, supervisors, and high performers to determine business needs, understand the impact the role has on the organization, determine performance expectations and competencies for the role, and understand the day-to-day needs. Here are some questions to answer when thinking about how to craft your description:

• What are the day-to-day needs of the position?
• What are the core competencies necessary to perform the role?
• What are the outcomes that denote success, and how will they be measured?
• What does the organization need from the role, both today and in the future?

When you frame the role within these questions, you can use the information gleaned from these conversations to create relevant job descriptions to help you hire the right people for the right job. Comprehensive answers to these questions aids both hiring managers and applicants to thoroughly understand the needs of the business, how the role should be performed, and what’s needed to so.

Re-Evaluate Often

But the process doesn’t stop there. Once the job description has been written, that doesn’t mean the task is completed. It’s important to remember to revisit your job descriptions often. Once a year, re-examine your expectations and needs. With the world of work changing rapidly, it’s important to understand the dynamic needs of each position and update them accordingly. In doing so, you ensure that the requirements you need for today and the future are accurate, up-to-date, and consistent with organizational culture and expectations.

To learn more about the ways Caliper can help you understand and examine your job descriptions and craft outstanding job listings that attract the caliber of talent you’re looking for, download our whitepaper on the topic. For other ways that Caliper can help get the best out of your people, reach out to our experts today.

Engage Before the Start

Often times, after the contract is signed, organizations disengage from their new hires. New hires are provided minimal instructions beyond their start date. It is extremely important to remain in contact and keep talent engaged until they officially start employment.

Job seekers tend to negotiate between two or more employers to see who will give them the best deal. It would be a challenging to lose a candidate that you have spent time recruiting. Before their formal start date, regularly check with them and help them transition into the new role.

Pair Them Up

Whenever a new hire is brought on board, assign a current employee to offer guidance when needed and help with the transition. When they have questions about everyday life in the office, the best lunch spots or culture quirks, this is the person they should turn to. Workers who feel like they belong, tend to be more motivated, engaged, productive and 3.5 times more likely to contribute fully to reach their potential.

Managers should use this opportunity to coach. Try by using a coaching report. Employees should be encouraged to enhance their performance-improvement and career-development initiatives with an Individual Developmental Guide (IDG). The IDG is a report that presents an individual’s strengths, motivations, and opportunity areas through easy-to-interpret graphs and constructive language. These two aids can help progress these two as individuals and as co-workers.

Greet with Excitement

Make their first impression working for the company a positive one. Help the new team member feel valued and well trained or they may be likely to leave for a better opportunity.

Everyone directly involved in your organization has a role in making new hires feel welcome. When new hires feel accepted by their colleagues, their level of engagement increases. First impressions are crucial to show them how excited the company is to have them as part of their team.

Commit to the First 365 Days

The onboarding process should not be confused with orientation. Orientation is a single event which takes place over the course of a few days. The onboarding process is designated to show new hires how they will be integrated through their role with training, support, and expectations to help them succeed in their role.

Within the first six months of a new position, 40% of employees left their jobs voluntarily. The most successful onboarding programs run up to one year, with frequent check-ins and feedback given throughout. Organizations who commit to an extended on-boarding experience accelerate new hire proficiency by 34%.

Plan it Out

Most candidates will be nervous when starting their new position. Having a structured plan can help eliminate some of the anxiety and stress associated with the situation. By being prepared, you are showing the newest team member you care about their time and role and solidify their decision to join your company.

Give them a journey map of how long the process should take and when they should be completing certain phases. Take this opportunity to outline clear goals you want to see them accomplish by the end of on-boarding. This gives them a look into what their future at the company holds.

Schedule One-On-One Time

Scheduling one-on-one time between a new hire and their direct manager is a must. This is the manager’s chance to make a first impression by dedicating time to their new team member. This time is about getting to know the people who the employee will be working with and reporting to.

During this meeting, take time to schedule out check-ins and feedback sessions. Use these sessions to check in on their experience and see how their manager and the team can best support in the areas the new hire is struggling with. You can create a loyal employee customer by genuinely listening to them and giving them what they need to succeed.

Spread it Out

Some organizations bombard their new hires with too much information upfront. The first day of a new job should focus on two things. 1. Validate the employee made a good decision to accept the job. 2. Help the employee with the basics like accessing technology or setting up benefits. Often, a new employee gets everything thrown at their way all at once, with little time to digest the information. On-boarding is an acculturation process that should be spread out over a period of time.

Automate the Process

Automating on-boarding process, including the new hire paperwork, increases productivity for everyone involved. Human resources can put their focus on other important tasks to help support employees. Setting up automated notifications keeps both HR and the new employee moving forward.

Follow these tips to get on the right track. If you need some help getting started, work with Caliper to utilize these onboarding solutions to get your team up to speed faster!

• • According to the U.S. Department of Labor, the price of a bad hire is at least 30% of the employee’s first-year earnings.
  • According to the Society of Human Resource Management, it costs an average of $4,129 to recruit, interview, hire and train someone in America.
  • Nearly 30% of companies report that it takes over a year to bring a new hire up to full productivity.

Ways to Avoid Hiring the Wrong Employees:

• • • Spend more time on the hiring process.
    • Devote resources to quality and proper new hire training.
    • HR and training staff are given attention, guidance and budget to build a productive workforce.

No, this isn’t a scene from a new horror movie. It’s a scene from a job interview, and the mask in this case is metaphorical.

Job applicants are understandably eager to present the ideal versions of themselves to prospective employers. They want the job! Their resumes are professionally polished, and many don’t write their own cover letters. They also read books and watch videos about prepping for interviews.

We all know by now that a candidate who charms during the interview is not guaranteed to be a good employee. This is where the objective data delivered by a pre-employment assessment report adds critical value to the hiring process.

A good pre-employment assessment (one that has been built on a foundation of scientific validity) will reveal your applicant’s intrinsic motivations. The masked figure may claim, “I’m actually very good at detail work,” or “Just point me to the teenagers you want to frighten, and I’ll chase them with my chainsaw all day long!” But the assessment results present a more accurate picture of the individual’s strengths and limitations. Does this person really have the patience and focus to produce high-quality documentation on an ongoing basis? Or the stamina to continuously menace teens whose van broke down on the worst possible dirt road?

[Disclaimer: There’s no assessment we know of that evaluates one’s motivation to chase teenagers around with a chainsaw. If that disappoints you… what kind of business are you running anyway?]

An extra good pre-employment assessment links an applicant’s intrinsic motivations to job performance using science. For example, imagine you are looking to hire a Project Manager. A top-quality assessment not only shows your candidate’s internal motivations, but it also measures those motivations against a Project Manager competency model based on top-performer data. If the assessment report suggests that the candidate has limitations in key areas, you’ll know where to drill down with targeted interview questions.

Many hiring managers say, “Yeah, assessments are great when you need to evaluate candidates, but what happens when you have a hard time attracting candidates in the first place?”

In keeping with the Halloween theme: Do you remember trick-or-treating when you were a kid? Most houses handed out the “fun size” chocolate bars or fruity candy packs. But picture your neighborhood as a bell curve, and go down a couple standard deviations. Now, we see houses that give out unwrapped lollipops and tarnished pennies. Or look to the other end of the spectrum at the houses that offer bags of king-sized candy bars. Pretty soon, the house with the king-sized candy bars becomes a legend, a sparkling palace on Ivy Lane. While the house with the tarnished pennies turns gray and the trees wither in the accursed soil surrounding it. The kids all decide the house is haunted and thereafter cross to the other side of the street when they pass it on the way to school.

Okay, perhaps we got carried away by the season there. Companies that struggle to find applicants may face a combination of challenges ranging from geography (the talent pool is too dispersed) to over-specialization (not enough people with the necessary skills). One thing any company can do, however, is to take a deep look and see if it’s giving out the good candy.

Good candy might be updated policies like flexible hours and a work-from-home option (that does not indirectly punish employees who choose that route), improvements to the work environment, a flatter structure that leads to more empowerment and engagement, structured career-development programs, or other benefits that appeal to the new generation of talent. Desirable applicants seek a destination employer, just as little witches and spooky skeletons seek to weigh down a pillow case or plastic pumpkin basket with oversized servings of chocolate.

In horror movies, masked maniacs have proved frighteningly resilient to whatever weapons the heroes wield against them. In real life, a good pre-employment assessment and employee-friendly policies are your best tools for weeding out the garden-variety ghouls and hiring only the most motivated monsters.

Now it’s time to celebrate. The hiring team got the top performer it was looking for! What can go wrong?

Everything.

Alas, many employers are missing (both procedurally and philosophically) a fundamental component of making a successful hire: an onboarding plan.

Onboarding is the mechanism through which new employees acquire the necessary knowledge, skills, and behaviors to become effective organizational members and insiders. Employees who are systematically coached and supported from the beginning, via an onboarding program, will learn faster, contribute more, and feel a closer connection to the organization. Those are the employees who, not coincidentally, will stick around longer and perform better.

Even high-potential employees can fail when they feel disengaged. And when employees are disengaged, productivity suffers and turnover increases. Not only that, management has to expend valuable time and resources replacing people who quit or get fired. The cost to employers can be catastrophic. The solution is to make onboarding an integral part of your hiring process.

Fortunately, successful onboarding is not complicated. It simply requires that management recognize the importance of onboarding and commit to following through. Here are the seven keys to doing it right:

1. Don’t confuse orientation and onboarding

Reviewing policies with the HR Manager, getting a tour of the building, doing a meet-and-greet with co-workers, and watching corporate videos is orientation.

Onboarding is about communication, culture, and acceptance. It’s the overall process by which a new hire becomes a loyal employee. Orientation is just a tiny sliver of that.

2. Don’t equate training with onboarding

Training new hires in processes, systems, and job requirements is an obvious and critical component of success. Employees need to feel confident and capable of doing their jobs if they are to be productive and engaged.

However, training isn’t onboarding (though it is perhaps the largest piece on a pie chart). Onboarding also involves proactive social integration, cultural fit, trust, and acceptance from management.

3. Keep that personality assessment handy

Many companies use pre-employment personality assessments for selection. But why put an assessment report in a drawer after the hire when it can be a terrific platform for development? With awareness of a person’s strengths, motivations, and behavioral tendencies, it becomes much easier for management to shape coaching and mentoring strategies, provide targeted guidance, and help the new hire thrive in the company’s culture.

Even if you don’t use assessments for selection, you can still apply them during the onboarding process. Better yet, by looking at the assessment results for both the manager and the new employee, you can enhance mutual understanding, improve communication, and foster a strong partnership.

4. Set SMART goals

New hires will struggle to succeed if they don’t know what success looks like. Therefore, development goals should be Specific, Measureable, Attainable, Relevant, and Time-bound.

Specific goals are boiled down to their most basic component and should be free of vague or moving targets (“Getting up to speed” is not specific). Measurable goals are quantifiable and not subject to the whims or moods of management. Attainable goals are realistic; during onboarding is not the time to set up a brick wall and expect the individual to crash through it. Relevant goals should relate to the job and not be an arbitrary test of persistence. Time-bound goals have reasonable, yet competitive deadlines so manager and employee can plan and pace the effort.

5. Involve new hires in their own development

New hires tend to be “on their best behavior,” which sometimes manifests as agreeableness and letting managers take the lead in conversations. Thus, if an eager manager jumps right in and starts assembling a grand vision of success, the new hire might sit back and play a passive role to avoid appearing difficult or uncooperative.

In reality, the best, happiest employees are the ones who feel empowered and take ownership. Management should guide the development process but encourage new hires to contribute ideas, express professional goals, and, within the requirements and expectations of the given position, define their roles.

6. Set time aside for Q&A

A good manager is tuned-in to what employees are experiencing not through some mystical gift for mindreading but simply by asking open-ended questions. Doing so is especially important with new and recent hires, who might not feel comfortable vocalizing their feelings. Questions can include: What do you like best about the role so far? What has been the biggest challenge or difficulty? What can I (or the company) do to help? What resources do you wish you had?

And be sure to follow through, even if the answer is “We can’t do that, but what we can do is …”

7. Recognize that onboarding is ongoing

Though every job and company is different, a general onboarding plan might include 30-day, 60-day, and 90-day meetings to formally assess progress, adjust plans, revisit goals if necessary, and determine next steps (just remember that the purpose of these particular meetings is to provide constructive guidance, not to demand accountability).

But it shouldn’t end there. Policies and best practices need reinforcement. Company culture needs maintenance. Employee engagement needs to be monitored so management can accurately evaluate the organizational climate. In short, when new hires know management is invested in their long-term success, they are more likely to positively change and grow with the company.

If you build a successful onboarding program and implement it systematically, both the organization and new hires benefit in a multitude of ways through improved communication, increased collaboration, and a reinforcement of company culture. You’re also clearing obstacles to learning, making policies understandable, increasing productivity and engagement, reducing turnover, and, ultimately, improving business results. Isn’t all that worth a little extra effort and attention in the beginning?

The satellite launch is impressive enough, but sticking the return landing… that requires some serious science.

At Caliper, we are all about the science as well, both our own and that of others. While our science may not be as dramatic and breathtaking as a rocket launch, we take ours just as seriously as any other company that is passionate about advancing the state of its industry.

What does all that mean for you? Well, for one thing, Caliper, like SpaceX, is all about refining our products through constant research and testing, so that you’ll be getting leading-edge pre-employment evaluations on your job candidates and making more informed hiring decisions. And this is just the springboard for a broad spectrum of talent-development and strategic-alignment opportunities.

For example, our Onboarding program can help your new hires “stick the landing” like the Falcon 9 stuck that platform. Through a Caliper-guided onboarding effort, you will be able to maximize new staff members’ productivity sooner and integrate them into the organizational culture more effectively.

Like many of the solutions Caliper offers its clients, onboarding is an integrated process that involves assessing the new hire’s intrinsic strengths and motivations, developing action plans, coaching them along a timeline, and, most importantly, fostering the involvement of and collaboration between the employee, the employee’s supervisor, and the Caliper facilitator. Kind of like rocket stages that all work along a precise sequence to carry its payload into the stratosphere.

Maybe “Caliper Onboarding” isn’t as outer-spacey sounding as Falcon 9, but it is as helpful for launching your employees’ careers as that rocket ship is for launching satellites.

For those white-knuckle flyers who prefer being closer to the surface when traveling, the Hokkaido Shinkansen is a cause for celebration. The 513-mile trip takes roughly the same amount of time in the air as on the ground, about four hours once you factor in lengthy check-in times and security procedures at the local airports. Ticket prices are nearly identical as well, averaging $300 U.S. dollars for either mode of transport.

Adding this new line to the Shinkansen wasn’t cheap, costing Japan just under $5 billion. That’s no small investment, but in the modern age of business, faster is better. To keep up with the competition, you need to commit up front, not chase your tail.

Technology isn’t the only thing that must be faster; we also want employees to get up to speed at an accelerated rate. Many job postings now include so many prerequisites for employment that you almost have to have been in that job for 10 years already. Hiring managers shouldn’t complain about not being able to find qualified people when their job posting is built on a paradox.

A much better way to ensure success is to hire based on strong potential and then guide the person to top performance with an onboarding program. Think of an old steam locomotive gobbling up coal and billowing black smoke as it drags passenger coaches across the countryside at 25 miles per hour. Then think of the Hokkaido Shinkansen, getting you there seven times faster with far less energy expenditure and minimal environmental impact. That’s what onboarding does for you, your new hire, and your organization: It helps employees not only perform better and be more productive more quickly, it integrates them into your company culture and elevates their sense of job satisfaction.

In keeping with today’s theme, here’s the short version: Onboarding involves assessing a new hire’s strengths, limitations, and motivations relative to the job; customizing a developmental action plan; and following a consultant-guided coaching process for the manager and the employee.

Like high-speed rail, onboarding requires an investment up front, but hardly anything scalable to $5 billion. Rather, imagine building a high-speed rail line for a fraction of the cost. It would be a no-brainer! Onboarding also delivers positive results at a price that most definitely falls into the “no-brainer” category, and it’ll pay for itself once you see your staff member engaged and producing quality work.

In other words (you knew this was coming), it’s time to get on board with onboarding.

Think about your organization’s goals. Are you looking to maximize the performance of your executives? Enhance your succession management process? Improve critical relationships? Support organizational change? Executive coaching is the high-level approach to achieving these goals. Success begins at the top.

Have organizational goals you need help accomplishing? @CaliperCorp believes #ExecutiveCoaching is the best place to start for company-wide success.
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Why Focus on Coaching Executive Teams?

Executive coaching supports change and goal attainment by helping participants understand their individual management styles. Through this process, they can determine how well their approach is working and how they can work more effectively within the company’s culture. To start the process, you must first assess the current leadership situation, envision the preferred future state, and plan actions to support the desired changes. The purpose of coaching and development at the executive level is to facilitate those behavioral changes in your organizational leadership in a way that is productive, can be emulated down the chain of command, and prioritizes the achievement of business goals while encouraging further conversations around employee growth and development company-wide.

In partnering with a coach, your executive team will have the opportunity to engage in deep conversations, during which they will define their current approach, receive feedback, practice new skills, reflect on results, make adjustments, and, ultimately, move forward as stronger, more productive leaders who set the greater tone for leadership across the organization as a whole.

@CaliperCorp has the tools you need to implement effective #ExecutiveCoaching. Learn more about the ways you can develop your leaders to have a major impact on your organization:
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Affecting Greater Business Objectives

While executive coaching focuses primarily on an individual participant, your organization will also realize a strong return on investment through coaching—a much stronger return than traditional classroom-style training. One-to-one coaching saves your company time, offers a more tailored education, and avoids the inconvenience and costs incurred from off-site training. Additionally, the lessons learned are done in real-time, within a relevant context, and applied to company and role-specific processes.

For example, executive coaching uses current or topical work issues as its foundation for the curriculum, so your executives are able to apply the techniques they learn to real-life challenges and address immediate needs. Since they have the opportunity to discuss the outcome with their executive coach throughout their education, growth is both fast and effective. Ultimately, each participant will develop a clearer perspective of your company’s objectives and an understanding of their role in attaining these goals.

In today’s world of work, your leadership team is your biggest competitive advantage. Executive coaching can help you ensure that your leaders are productive and have a lasting impact on your company now and in the future—for the better. To learn more about the ways Caliper can assist your executive team and your leadership needs, reach out to our experts today to get started.