Onboarding is Not a Verb. It is Not Even a Word. Don’t Make Me Say It Again

Entry into a new realm of working expectations is a big deal; it needs to be related to like a big deal. The process whereby a new employee is taken into the working community, a new manager is introduced into the clan of management or a manager is elevated to an executive or officer rank are all cultural rites of passage that hold the possibility of being seminal events in any career.

The complexity of the transitions commonly referred to as employment or promotion is far greater than often acknowledged or recognized and the preparations and monitoring processes should be developed accordingly. To describe the process of facilitating these transitions with the use of a “term of art”, ‘Onboarding’, not even a recognized word in our language, is to my way of thinking an insult to the spirit of the events themselves. I do not mean to imply that anyone means to insult or not take seriously these events. Rather, what I am pointing out is that in many ways people in the HR profession appear to be insensitive to the very fact that they are dealing with human beings. It does occur to me more frequently than I enjoy that the HR profession has often drawn not so much people who appreciate people as much as it draws people who appreciate rules and regulation.•

·         I cannot imagine the thought has not crossed many of the readers’ minds as well, whether you are inside or out of the HR function.

If, as I do, you subscribe to the type of thinking represented in this video of Steve Zaffron, author of ‘The Three Laws of Performance’  talking about the work he and co-author Dave Logan have been bringing to companies for the past 17 years you’ll immediately recognize the counterproductive effect of the use of the term ‘Onboarding.’ The foundational principle of my work as a consultant over the years is this; relationship is the origin of all results in an organizational context. Further, relationship is function of how situations occur, i.e., are perceived. Steve Zaffron points out that performance will correlate to how people ‘see’ or how a situation ‘occurs.’ As importantly as this first postulate is the second; that situations ‘occur’ for people in language.

• …We see the world, not as it is, but as we are—or as we are conditioned to see it.

                                                                      Stephen Covey

When we introduce employees, managers or executives to their new roles and relationships by using a mechanical term, ‘Onboarding’, we instantly communicate that an event is taking place. These occurrences are not events, they are transitions, they are in fact state changes, ones that require the reinvention of who one is in order to perform with full engagement inside a new field of relationships. Viewed from an organic perspective these transitions are much more akin to organ transplants than they are to changing the tire on a car.  Unfortunately, the later perspective often prevails in many of our workplaces.

In view of the persistence of the mechanical,event, transactional based perspective that seems to pervade much of the HR profession I’d like to share some recommendations:

Personally I am in favor of the dissolution of the HR function as it currently exists as an extension of the industrial age economy when employees were at best resources and at worst always expense, therefore expendable.

Specifically what would I like to see? Glad you asked!

I’d like to see all matters currently considered the responsibility of HR come under critical strategic review on the following basis related to compensation and benefits shifted to become the purview of the treasurer’s department.

  • Consider. If, as employers need to be reminded, their employees are their most valuable asset these days their care should be in part the responsibility of the company’s asset managers. Compensation and benefits should become the purview of the treasurer’s group.
  • Consider. If, as employers frequently need to be reminded, the actual real value of their company leaves the building each evening and then decides  whether to ever return whoever has accountability for Risk Management should be closely involved with matter related to the evaluation, development and retention of employees.
  • Consider. There is an inseparable connection between recruitment, development and advancement of employees. The establishment of a function strictly devoted to this continuum would be strategic in nature and need executive level visibility at all times.
  • Consider. All actions that involve shaping new performance expectations, employment or movement into management or executive roles are fraught with risk that should be shared equally by all parties involved. Trial periods, no harm no foul, where all parties to transitions of this type can mutually determine whether success has been achieved can save productive assets from being lost to an employer. (There is not sufficient room here to adequately discuss this suggestion)

At best ‘Onboarding’ suggests the movement of passengers up a gangway onto a ship, a mechanical function. At worst the term suggests the movement of a piece of cargo from a dock to the deck of a ship, another mechanical act.  If HR professionals are going to continue to employ language suggesting people as pieces to be moved around on a game board I suggest then consistency.  Henceforth all employee exits will be referred to as ‘Offboarding!’

                                             

 

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