Five steps to transitioning your laterals
In the last two blogs we have looked at avoiding fail-hires from the selection and lateral perspective. This month we look at the essential transition steps every business should take in order to ensure your lateral hires turn into lateral good-fits.
So you have selected, negotiated, decided and your new brand-spanking lateral hire is inside the door. So what now?
Top tips for a successful lateral move
Last month we looked at how firms can increase the likely of success for lateral hires by strengthening their selection processes. In this blog we look at the five big mistakes and how to avoid them if you do not want to join the 33% of lateral hires who move on quickly.
First, give yourself a break. When Homes and Rahe did their research into the stress caused by life events the following all come into the top 20:
Five steps to making your lateral selection process work.
With the summer over, we can expect a run of lateral moves. This weeks ‘The Lawyer’ is reporting four major poachings and lateral raids. So below senior equity there will be even more movement.
Yet business statistics tell us that lateral hires have a high failure rate. Back in 2013, consultant Mark Brandon interviewed nearly 2,000 partners and found that 33% moved on within 3 years of a lateral move and 44% had gone within five years. The immediate impact of failure is financial, with recruitment time and search fees in excess of £100,000. Then there is the hidden costs of low morale, pressure on associates and market reputation.
Top tips to help you send the right messages through your body language
We have all met one – that coaching client who seems so credible, so charming, says all the right things but unnerves you with an intensive gaze, has a reason outside themselves for every unmet goal and a dossier of other people’s issues. Then the feedback comes. The ‘managerial issues’ you were brought in to address through coaching have intensified, the behaviours more concerning and, guess what? Your coachee is saying that the coaching you give is not only useless but that you are no good at your job. If confronted with this, the usual smile clouds to a snarling defence.
We have all been there. You are called in by HR to coach a senior exec. You are given a full briefing of all issues and the messages given to the coachee. You meet and greet and they appear committed, but already your gut feel is beginning to twang. Something tells you it’s not going to be easy. In the first session all doubt is confirmed as they tell you all is well and appear reluctant to set real objectives. So what can you do?
Are you gaining from your training?
How many times does it happen? Delegates leave a training session, a coaching session or a masterclass full of good intentions. Then…nothing, nada, no change at all. L&D professionals look at the evaluations and see everything is rated excellent. So why does great training rarely lead to long-term change?
There is no simple answer. If there was there would be no need for this blog. But in the experience of deWinton-Williams there are a few things you can do and they can make a big difference.
When you engage a coach for one of your employees, do you know what you are buying?
All too many of our clients complain that coaching is becoming a sink-hole into which their budget disappears and they have little or no control or sight of results.
So what can you do to ensure you are getting both results and value?