Onboarding of Business Managers
Recruiting a junior Business Manager is just the beginning.
Their success then depends much less on what they know when they arrive than on their ability to learn — and the company's ability to teach them their job.
CoAct helps ESNs and consulting firms build onboarding paths that are not limited to a succession of trainings.
An onboarding is not a list of content to be transmitted.
Presenting the company, explaining the tools, and delivering some training is helpful. But the right question is different:
By the end of their onboarding, what should the junior be able to do?
From this destination, it becomes possible to build the learnings, situations, trainings, feedback, and manager interventions necessary to achieve it.
Our interventions
Candidate assessment
Test curiosity and coachability before or during recruitment.
Maturity diagnosis
Measure the current capacity of the organization to develop its juniors.
Support the first months
Support the junior and their manager in transforming the path into real skills.
From when should you really structure your onboarding?
There is no absolute threshold.
When a company recruits a Business Manager every two or three years, a very light organization may suffice.
As soon as recruitments become regular — for example, five juniors or more per year — practice gaps, manager availability, and pathway reproducibility generally start to become real issues.
However, the maturity of the company remains more important than its size.