Integrating Newly Hired Executives into the Organisation

Abstract

Managers and executives joining an organisation represent a significant investment, yet few organisations have developed processes that help an executive move successfully into the new role. Why allocating resources to integrating a newly hired executive is imperative is explored, together with key steps in the integration process; and a series of critical questions on which newly hired executives should reflect. Also a comprehensive model of the executive integration process is outlined. The latter covers the three basic stages in the integration: reality testing; building rapport; and defining success, as well as the critical constituencies; boss, team, organ‐isation, and wider community. The author′s experience of working with senior executives, initially as a consultant and currently as Vice President, Management Development, for the Lawson Mardon Group, a billion‐dollar international printing and packaging conglomerate based in Toronto, Canada is also drawn upon.

Citation

Burdett, J.O. (1991), "Integrating Newly Hired Executives into the Organisation", Journal of Management Development, Vol. 10 No. 5, pp. 15-25. https://doi.org/10.1108/02621719110136154