Onboarding Business Managers
Recruiting a junior Business Manager is just the beginning.
Their success then depends much less on what they know upon arrival than on their ability to learn — and the company's ability to teach them their role.
CoAct helps IT services companies and consulting firms build integration pathways that go beyond a succession of training sessions.
An onboarding is not a list of content to deliver.
Introducing the company, explaining the tools, and providing some training is useful. But the right question is different:
At the end of their onboarding, what should the junior be able to do?
From this endpoint, it becomes possible to construct the learning, situations, training, feedback, and manager interventions necessary to get there.
Our interventions
Candidate assessment
Test curiosity and coachability before or during recruitment.
Maturity diagnosis
Measure the organization's current ability to develop its juniors.
Build the pathway
Define the expected competencies, steps, and conditions for acquiring them.
Support the first months
Assist the junior and their manager in transforming the pathway into real competencies.
From when should you really structure your onboarding?
There is no absolute threshold.
When a company hires a Business Manager every two or three years, a very light organization may suffice.
As soon as hires become regular — for example, five juniors or more per year — the discrepancies in practices, availability of managers, and reproducibility of the pathway generally start to become real issues.
However, the company's maturity remains more important than its size.