Onboarding a new senior leader/executive director is a process that is ideally conducted over the course of the first year of the new incumbent’s tenure with the organization (see Chapter 6: Performance Growth & Assessment for more information on succession planning). Framing this process as a long-term investment, as opposed to a one-day affair, ensures the board and the senior leader/executive director have the opportunity to build a relationship, establish shared leadership goals and develop a working rapport.
A well-designed onboarding process can contribute to the new senior leader/executive director’s quick adaptation to the organization and sets the stage for leadership success. An onboarding plan is one of the best tools the board has to establish a shared leadership agenda that identifies clear deliverables and expectations, as well as performance measures that will be used to evaluate success in the role.
This section outlines the critical steps required for a successful appointment and onboarding process. It also highlights best practices and other considerations organizations should make when welcoming a new senior leader/executive director to the organization.
If you have additional questions or concerns, please consult your Primary Care Transformation Partner.
PRIOR TO THE FIRST DAY
Must:
- Follow the ED or Senior Staff Lead Onboarding Checklist. Key steps include:
-
- Setting up IT requirements
- Setting up a workstation
- Creating a personnel file
- Gathering critical onboarding documents to orient the new senior leader/executive director such as:
- Society bylaws, policies and procedures
- Organizational structure
- Staff job descriptions
- Financial statements and annual budget
- Strategic plan
- List of board members and copy of board meeting minutes
- Sending a company announcement introducing the new senior leader/executive director and sharing details about their role, background, work schedule and start date.
- Contacting new hire with first day details
Best Practice:
- Use the ED or Senior Staff Lead Onboarding Checklist to develop the onboarding plan for the new senior leader/executive director.
- Contact the senior leader/executive director no less than two (2) weeks prior to their first day to review schedule, start time and any other expectations.
- Ensure a board member is available for the first day and week to onboard and orient the new senior leader/executive director.
- As relevant, connect with staff to support them in welcoming the new senior leader/executive director.
- Ensure all pre-boarding documentation has been received from the employee.
- Update the ED or Senior Staff Lead Onboarding Checklist as required for your organization.
Consider:
- If the senior leader/Executive Director is amenable, set up a meeting prior to their official first day to discuss the current state of the organization, upcoming opportunities and challenges, and the onboarding schedule and process.
Resources:
FIRST DAY
Must:
- Ensure there is a board member to welcome and orient the new senior leader/Executive Director upon arrival.
- Consult your Engagement Partner to provide an orientation on how the role of the senior leader/Executive Director interacts with Doctors of BC.
- Ensure the schedule includes the following:
- Building/site tour
- Introduction to staff and colleagues
- Introduction to the organization, its mission, values, organizational structure, programs and services
- Health and safety orientation, including emergency response protocols
- Review of IT, telephone, filing and email systems
- Review of key human resources and financial policies and procedures
- Direction to key background or contextual documents and processes specific to the organization
- Assign someone to collect the senior leader/Executive Director’s personal and appointment information for payroll purposes which can be recorded on a Staff Appointment Form. Key information to collect is:
- Full name
- Address (current and/or permanent)
- Birthdate
- Social Insurance Number (SIN)
- Direct deposit information
- Title of position
- Full-time or part-time (FTE)
- Term: fixed or on-going
- Salary
- Budget source
- If not included in the employee agreement package, and as applicable, review and have the new employee sign the following documents:
Best Practice:
- Use an ED or Senior Staff Lead Onboarding Checklist and Health & Safety Orientation Checklist to ensure all key items are covered.
- Use the Employee File Checklist & Guidelines to ensure all key items are included in the employee’s file and in their CONFIDENTIAL file.
- Arrange a meeting with the staff, the new senior leader/Executive Director, and a board member to welcome the new leader of the organization.
- Review the personnel file and ensure all relevant appointment documents have been signed and stored.
- Provide an opportunity at the end of the first workday and for the remainder of the week to debrief with the new senior leader/Executive Director and discuss the plans and work priorities for the remainder of the week.
Resources:
FIRST WEEK
Must:
- Discuss work priorities, timelines and deliverables.
- Ensure new employee is properly set up on payroll, as well as in other systems as required.
- Update:
- Office phone list
- Website and phone messaging
- Calendar invitations
- Develop and discuss goal(s) for the probation period.
Best Practice:
- Dedicate the first week to introductions and acclimation of the senior leader/Executive Director into the organization.
Consider:
- Reviewing business expense claims and the petty cash process, as required.
- Ordering business cards, as required.
FIRST 1-3 MONTHS
Must:
- Schedule the first meeting with the board of directors.
- Schedule regular check-in meetings with the board Chair.
- Introductions to key stakeholders should be arranged by board members.
Best Practice:
- The board should support the growing competence in the job and provide frequent opportunities for discussions and feedback.
- The measures for success and demonstrated competence in the job should be established and discussed with the senior leader/Executive Director.
- The dates and process for two (2) probationary reviews should be set in advance.
FIRST 3-9 MONTHS
Must:
- The board will provide guidance and feedback for continued success and to build plans for their future with the organization.
- See Chapter 6: Performance Growth & Assessment for more information.
Best Practice:
- Conduct several informal check-ins regarding performance and prepare for a more formal performance review at the end of their probationary period.
- Include self-assessment and board feedback in the review using the ED Performance Review - Self-Assessment and ED Performance Review - Board Survey.
Resources:
ONE YEAR
Must:
- The board will review performance and individual development of the senior leader/Executive Director.
- The senior leader/Executive Director will identify personal leadership and organization goals to advance the organization in the coming year.
- See Chapter 6: Performance Growth & Assessment for more information.
Best Practice:
- Implement a 360-degree evaluation process. Include feedback solicited from a self-assessment, direct reports, board members, and external key stakeholders.
- Include an opportunity for the ED to share their experience, objectives and reflections.
- Use the ED Performance Review - Self-Assessment, ED Performance Review - Employee Survey, ED Performance Review - Board Survey, and ED Performance Review - Stakeholder Survey to get started.
Resources:
