Emotional Intelligence & Hiring Right! Startups: Developing an HR Function

Circa 1995: While residing in Seattle, as hundreds of Microsoft employees began cashing in their stock options in pursuit of their own tech dreams, I began meeting with the Investors for some of these high growth tech firms to address their company’s HR needs. With over ten years of experience consulting business leaders in the Midwest, I admit that I was somewhat surprised by what these tech leaders believed to be their highest HR priorities, as well as what I observed to be their greatest weaknesses.

The key stakeholders (i.e. the clients) would begin each meeting with the same requests; they wanted the expertise of an HR Consultant in recruiting and hiring tech workers, as well as with a new/updated compensation plan to assist them in both hiring and retaining their top players. Since I started my own consulting firm in 1989, shortly after completing my graduate work, I’d spent half of my time recruiting and hiring “A” players in order to meet the demands of our business which grew to 50+ employees by 1993; therefore, I’d been down the same road and viewed my role a bit differently than they did.

Thus, while I possessed the expertise the stakeholders required, I realized that many these tech workers – who had solid left brain tendencies - didn’t know what they didn’t know relevant to interacting with right brain individuals. While the left brain expertise with analytics and mathematics aided them enormously in their tech careers, they were uncomfortable with situations where there weren’t a specific set of rules (i.e. as is required when trying to hire and/or pulling together a team oriented approach to their work). Bottom line: if you don’t have someone extremely knowledgeable on California employment law and highly skilled in handling sensitive topics (i.e. your employee relations issues), growth will be stymied due to turnover, low productivity and poor morale.

In other words, when it came to the “people” side of the equation, many left brain folks didn’t have the skills, knowledge and, in some cases, the temperament necessary to engage and interact nor or did many of them have the ability to evaluate what values or human traits they want to foster within their culture. While these left brain traits were fine for how businesses operated in the past but, in the future, it’s going to be the right brain traits that will impact the bottom line and determine success. You might have the best brightest tech workers on the planet; however, if you don’t know how to coach, counsel, discipline and develop your staff, you’re never going to be successful.

Therefore, as I worked away at recruiting and developing compensation plans (as a way to develop trust and credibility with each client), I would also recommended that they allow me to conduct a thorough HR Audit (for a flat-rate/price) to identify issues of potential liability and/or compliance. I said it then, and I’ll write it now, I view my # 1 responsibility with each client is to ensure compliance and mitigate any potential liabilities which, in California, can save you hundreds of thousands of dollars.

With some clients, I already knew that they were not in compliance and, with others, it was more subtle; but, they too had liability issues with various business practices – especially within their recruiting and hiring functions. So few startups comprehend how libelous they are when they call an old colleague and offer them a position without so much as a job description or formal recruiting process in place – especially when it’s one white male < 30 contacting another white male < 30.

Unfortunately, however, the problem for most clients is that they “don’t know what they don’t know.” In other words, without having a degree in HR and/or having gone through an HR audit previously, they’re unfamiliar with just how many state and federal regulations exist and how their headcount (now and is the foreseeable future) can reflect how those regulations should be administered. To illustrate this point, I’m enclosing a sample consultative report of an HR audit; as you’ll see when you review this report, it’s extremely easy to miss some of these regulations – particularly those that can cause headaches and have the potential for corporate liability.

“When I receive a business plan, I always read the résumé section first. Not because the people part of the new venture is the most important, but because without the right team, none of the other parts really matter.” – William Sahlman (Professor Emeritus at the Harvard Business School)

In researching for this article, I consulted various HR websites, the Chamber of Commerce (for California), recent law journals, as well as other articles and blogs on related topics; therefore, you’ll find that I’ve given the appropriate credit where it’s due with summaries of studies, quotes from Scholars and Attorney’s, data from the state of California and interviews of those with specialized knowledge that is of value. I’ve also cited the authors and the sources of data when and where necessary.

Hiring is not easy. It gets doubly difficult for a leadership role. Studies show 50% of new hires fail.

Introduction

> It is June. The sun’s blazing in through the striking windows of your corner office. You watch your team settle in to start their day.

> Looks like no mid-year stress this time around… hard work and good strategizing are showing results.

> Then, an email pops up on your screen. Your HR manager wants to talk to you about a senior executive. This has set off alarm bells in your head!

> Half a day later, you’ve let another person go. This is the third senior executive in the last year.

> Now, you are wondering where you are going to find a leader who is a good fit, knows how to motivate the team, gets results, and stays.

> How do you break this pattern of bad hires for senior roles?

How to recruit quality senior executive candidates

> Shorter and more volatile incumbencies define exits in recent years with Ill health, death, or retirement no longer being the top causes of CXO roles becoming vacant.

> Barring a poor economic environment, studies show that top-level managers are now often ‘fired’ for non-performance.

> According to The Corporate Leadership Council, nearly 40% of CXOs fail outright in the first 18 months.

> Harvard Business Review, between 40 and 60% of management new-hires fail within 18 months

> Gallup, 82% miss the mark on high managerial talent

> The first step to reducing this high failure rate would be to design the right recruitment strategy to help make confident, accurate hiring decisions.

> Senior candidates have to be perfect for the company and for the job.

> On being asked about the best way to hire senior candidates, Prof. Joe Carella, Dean Academics, Arizona University, says, “There is no one best way. Normally filling a senior position requires thoughtful consideration on both the candidate’s and the recruiting company’s part.

> Usually, a trusted executive search firm or the company’s board of directors can be a great source of new talent. It is also worth considering having a leadership assessment center inside the organization once a year so that high potentials can be objectively assessed and nurtured.”

> LeadershipIQ.com surveyed 1,087 board members from 286 public, private, business and healthcare organizations where the CEO was terminated or made to leave.

The following are the findings of the “behind-closed-doors” four-year study:

Source: LeadershipIQ

Here’s are a few things to keep in mind to land a good executive-level hire:

1.      Understand your hiring criteria clearly

A process that has a huge impact, executive hiring is a challenge in today’s complex and competitive business landscape. These roles have lasting effects as they do much for the culture, market value, and profitability of an organization. In order to prevent a downward trend resulting from a wrong hire, recruiters need to outline the job role and the non-negotiable skills.

2.      What do you need this hire for?

To expand the team, leverage innovative technologies, or enable growth by acquisition?

Identify what you need and see what you can live with. For instance, defining your criteria can be something as simple as listing down all the traits that you want. Classifying them into technical and soft skills, prioritizing them, picking the top 5 from each and coming up with scenario-based (or behavioral) questions that will give you answers for just that trait.

Companies are increasingly announcing departures of executives for seemingly nebulous reasons.

Although only stories of sexual misconduct or fraud seem to take the media by storm, there are several cases of “dazzling” employees who reel you in with their spiel. For instance, one of the VPs at a leading manufacturing firm was let go after just 16 months of promising to triple the sales.

The management rued the day it hired based on charisma and not on actually proven abilities.

In 2016, The Economic Times Magazine “did a quick poll with India’s leading executive search firms to understand how MNCs from different countries vetted some key attributes for top-level hiring.”

They checked the thrust on pedigree, speed of hiring, focus on packaging, willingness to experiment, and the highest paymasters.

The results were quite interesting!

3.      Don’t underestimate the importance of emotional intelligence (e.i. is the most important trait)

Even if the candidates topped the class, come with the requisite industry and functional experience, and be labeled excellent problem solvers, they are likely to fail if they have no people skills.

Check for how well they play with others, how accountable and responsible they are, and how much they favor a collaborative style of working. Self-management and self- and social awareness have a significant role in deciding the success of senior management. Apart from ethical lapses, attitudinal issues are often the reason CXOs are ousted. For example, in 2015, HTC (a leading Taiwanese smartphone maker) CEO Pete Chou was replaced by Cher Wang due to his “abrasive managerial style.”

There are so many examples where people in top roles have been dismissed because of their leadership styles. Remember Times Inc. CEO, Jack Griffin? He was forced out in just six months.

Parent company Times Warner CEO Jeffrey L. Bewkes said in a letter to his employees, “Although Jack is an extremely accomplished executive; I concluded that his leadership style and approach did not mesh with Time Inc. and Time Warner.”

Emotional intelligence can be extremely hard to measure in interviews. People mostly come prepared for interviews and a lot of their answers can be scripted. The best way to evaluate people on emotional intelligence is to ask them questions about the toughest times in their lives. If the candidate is comfortable, you could also talk about personal situations. The idea is to have a conversation about the most difficult time candidates have had, how they dealt with it, and so on.

Regarding the common pitfalls while hiring senior executives Prof. Joe Carella says, “What’s a common pitfall when hiring senior executives?

Cultural alignment and fit – far too frequently organizations rely on hunches or the candidate’s past track record to select their executives. Cultural fit trumps past successes or a good feeling about someone. If you have identified a great candidate, it is worth asking yourself “Do they share my values? And if so, how does that show in their work and personal life?”

4.      Avoid even a hint of corporate cronyism or groupthink

Just like detectives are taken off cases citing conflict of interest, hiring managers or CEOs should recuse themselves from instances where friends in the running could cloud their decision making which, if you have an Investor or Executive that’s worked with the candidate in the past and really wants them on this new team, it can be difficult at best.

Treating buddy candidates like every other hire will ensure impartiality and picking the right person for the job. You don’t need friends who will stroke your ego, pander to your requests, or make you a target for accusations of bias in the organization. It’s obvious that challenging the status quo is the way to grow. You need people who can do that. Also, firing your friends can’t be fun, can it? Moreover, someone who’s “friends with the boss” can/will test that relationship and cause disharmony on the team,Rich Kahn, Co-Founder, and CEO, eZanga, says, “When we first started eZanga, we hired some of our best friends because we knew we could trust them and we knew we already worked well together.

It’s fun at first, but when you need to step up and be the boss to your friend, it drives a stake in your friendship pretty quickly. I, too, learned the hard way — never mix business with friendship.

Try to hire for diversity, be it in terms of skills or perspectives.

This will help ensure that you will avoid repeating “the same old mistakes” that perpetuated because of like-mindedness and attempts to avoid dissent.

5.      Go beyond traditional sourcing, screening, and interviewing

Networking (perhaps your most valuable business asset) with people you know or sourcing them through LinkedIn helps you nurture professional relationships and do background or reference checks easily. Through media profiles, you can check out their endorsements and testimonials as well.

When interviewing senior candidates, ask open-ended questions to get a holistic picture; and, don’t be hesitant to ask for presentations, role play to deal with challenging situations, arrange friendly meetings with colleagues for different perspectives, etc. Think beyond set practices.

You need to be able to gauge their approach to work and fit through formal and informal interviews.

The same ET article also discusses how hiring CXOs in India has changed in the last 25 years.

The rise of social media has opened up a huge network of possible candidates. Age is no longer a criterion with people now looking for younger CEOs. 

Willingness to experiment and the ability to cleverly navigate the VUCA world are now viewed in a favorable light. These changing trends indicate that traditional recruitment processes are unlikely to work. Typically, companies want to get senior hires with backgrounds that are closely related to what they are doing. However, you should be open to getting someone from a different background but who is willing to understand the new industry.

That doesn’t mean the person should be from the completely different background but if you are able to integrate a senior person from a different culture in the company, it can do a world of good because that person can teach so many things that your organization could benefit from.

Source, assess, interview, and hire top tech talent from anywhere for all developer roles. Find out more.

6.      Inside versus outside senior hires

Hiring complete strangers may not work as the importance of a diverse workforce is now apparent. Looking internally has proven to be a better option for many companies – particularly when it comes to employee relations issues. If someone feels that they were passed over, it’s likely that that person won’t be around a year from now.

In 2004, Nike Co-founder Phil Knight asked then CEO William Perez, an outsider, to step down after just a year in the job. Veteran insider Mark G. Parker who replaced him is still going strong and will continue till 2020. With insiders, you know their track record.

At the turn of the decade, an A.T. Kearney study showed that promoting from within the ranks has turned out favorably for many companies such as FedEx, Intel, DuPont, Colgate, and Microsoft, whereas a Booz Allen study showed that outsider CEOs have two times the failure rate. Perhaps, Yahoo is a good example for the latter—Carol Bartz, Scott Thompson, Marissa Mayer. Of course, nothing is set in stone.

Your goal is to hire the best person for the job.

7.      How do you decide? 

If you are looking for a fresh pair of eyes for your fast-growing company, then an outsider might be what you need. No myopic vision here. Again, make sure your shiny new hire has proven abilities. This is an issue that startups, in particular, have to care about when hiring. People who have worked hard and risen through the ranks need to be valued and retained. Promotions are great for team morale. Hiring internally is usually cheaper and quicker as well. If you are unable to find the expertise or leadership you are looking for from within, you also know that you need to have some training programs in place for the future. Advertise internally first and then see how it goes.

Conclusion

Why does this process of hiring senior candidates still seem undependable? A reasonable conclusion would be that the evaluation and selection processes are flawed in terms of validity and reliability. With technological advancements, global competition, changing business partnerships, and hiring pressures that stem from stakeholders’ agendas, the process just becomes more complex.

In The Emotionally Intelligent Workplace, Claudio Fernández-Aráoz (p.182) writes, “Hiring the right executive is the most important challenge because of its impact, its lasting consequences, its irreversibility, its growing complexity, and its increased criticality.”

CXO hiring is hard and CXOs making good senior appointments is harder. Aráoz argues that just checking for work experience or a high IQ is not enough. “A series of relevant emotional intelligence (EI) competencies” is a valid predictor of performance — a dimension that is typically ignored by traditional hiring processes. Sketching the role clearly and knowing how the senior candidate can expect to progress in the role are key to an effective strategy.

A reactive hiring process is unlikely to maintain the necessary integrity during decision making.

You have to court your candidates (while maintaining confidentiality and not burning bridges), understand what drives them, and be smart about putting together the right compensation.

Have informal chats over some pasta and see where open, honest conversations take you.

Hiring an HR Manager for the first time

Having been recruited by two Fortune 500 organizations, their selection process was detailed, well executed and timely; although, unlike other role, both companies’ requested that I undergo a comprehensive Psychological Evaluation with a licensed Psychologist prior to a job offer. Therefore, after a candidate has gone through the recruiting selection process, they make a referral to a Psychologist; and, in addition to administering various psychological tests, the Psychologist conducts role-playing exercises with the candidate; during the role playing, a light was cast over one of my greatest assets: the ability to “connect” with an individual (i.e. employee relations skills). 

Seeing your startup or small business grow is a priceless feeling. But for this growth to continue, you need to ensure that employees are engaged, the workplace is productive and that people operations run smoothly. This responsibility might be something that founders, executives, office managers or HR generalists can share at the early stages of a company’s life. But soon afterwards, it becomes apparent that you need one person, someone senior who can put the right policies in place and help your company maintain its momentum. In short, you need an HR manager.

How do you know it’s time to hire an HR manager? As an HR Consultant, I’m often asked by startups when they should consider hiring an HR Manager and my responses are consistent. As a “rule”, organizations should have one full-time HR hire for every 100 employees; however, that’s a generalization without true meaning. However, that’s a very old benchmark and does not take into account how most HR functions operate in 2021.

Today, with most of the HR administrative responsibilities (i.e. Benefits Administration, COBRA, Flexible Spending, Time-Off etc.,) outsourced to Subject-Matter-Experts that handle one specific area of responsibility, it frees up HR personnel to serve as Business Partners for each department or function; therefore, the above guideline of 1:100 “might” be appropriate “if” all of the administrative functions have been outsourced (subject-matter-experts are more cost-effective, timely and productive then going to HR, having them research the issue and getting back to you; you also don’t want or need a $90k a year HR Manager spending their time conducting administrative tasks); however, if you’ve not successfully outsourced all of your HR administrative tasks, the guideline given would be more like 1:50.

However, when asked whether you should hire an HR Manager, the most important factor you need to consider is legal obligations; ask your attorney to fill you in on relevant local or national laws that might apply to your company at present and in the future. In fact, when a new client contacts me for services, it’s often at the direction of their General Council and, more often than not, it follows an incident that highlights their potential liability in one area or another.

For most startups, they don’t need nor can they afford a senior HR Manager on a full-time basis. Yes, you need an experienced, well-seasoned, knowledgeable and competent HR professional in the short term in order to develop and implement a comprehensive HR infrastructure (i.e. performance appraisal, employee handbook, leadership training and the like) and you definitely want (and need) an HR professional that’s built and developed an entire HR function previously; however, once your HR functions have been implemented, most senior HR managers will not be challenged by simply maintaining those systems and programs long-term.

As a result, I often recommend that they retain the services of a senior HR Consultant that’s built and developed multiple HR functions; and, as part of their services, I recommend that the Consultant take the lead in recruiting, hiring and onboarding an HR Generalist with 5 – 7 years of experience who can partner with the Consultant in implementing the HR function and then take lead in managing those functions long-term; therefore, rather than hiring a senior HR Manager for $125,000 a year, you can get away with a Generalist with 5 years of experience for less than half of that amount.

Some of the complexities involved with not retaining the right HR professional can be seen in a variety of ways including the following examples:

? US companies with more than 15 employees must comply with Title VII of the Civil Rights Act which instructs you to make sure you don’t discriminate against protected characteristics, intentionally or unintentionally.

? US companies that reach 50 employees must comply with the Family and Medical Leave Act which means that you are now required to grant leave to employees who are sick or tending to sick family members.

? Federal contractors must implement and manage an affirmative action program and keep records of relevant hiring and employee data, in addition to other compliance requirements.

Completing these administrative tasks can be a full-time job that executives or other employees can no longer maintain on their own. And if your company isn’t diligent or focused enough on these tasks, you may fall on the wrong side of compliance.

When you realize you need help

You may also consider hiring a good HR manager if you notice issues in people management within your company. For example, in smaller firms, high employee turnover means regularly working to replace a sizable chunk of your employee base. This can slow down operations and makes it harder for you to establish a work culture. An HR professional can investigate and optimize this process in an effective and timely manner via employee surveys, exit interviews, one-on-one consultations and focus groups.

Also, if you have a vision about your workplace, as many growing companies usually do, you might need help to make that vision a reality. You want employees to be happy and productive, so you’re thinking about perks and benefits. But not every employee wants perks like ping pong tables and free snacks. They may prefer better health insurance or work from home options. An HR manager can determine what your employees really want and put those programs into place.

How do you start your hiring process? Determine your needs and begin with an Onboarding Program

Do you need someone to think about the big picture and build an HR strategy, or someone to get into the weeds and manage small but important daily tasks? If you’re a business looking to grow aggressively, hire someone senior and strategic and give them authority to build their team as needed. These people command higher salaries, but it’s good to hire them early to set up your company for success, especially when it comes to recruiting. You’ll need someone who can design an effective hiring process, so you can consistently select the best talent as your company grows.

Onboarding Programs – a Necessity! PLEASE SEE ATTACHED POWERPOINT PRESENTATION  Since I could write an entire article on Onboarding alone, I’m including the attached PowerPoint presentation that I frequently facilitate for new clients.

If you’re working on a tight recruiting budget, hire a less senior but promising HR professional to handle your daily procedures with a plan to promote them to a strategic role (or hire an HR director later on). You could also consider working with an independent consultant on higher-level HR concerns. However, whatever path you choose, the following duties and responsibilities should be part of a comprehensive onboarding program.

Flesh out the job description

A good job description will help you throughout your hiring process. You can post it to job boards or send it to people in your network. This job description will be the basis for selecting the right interview questions when you evaluate candidates. Here’s how to start building the job description:

? Find a template online so you won’t have to deal with a blank page. Use an HR manager job description but consider also searching for sample job descriptions for HR directors, HR business partners or HR administrators, since the job title can differ while duties remain the same. These will help you determine what to look for when hiring an HR manager.

? Sort the job duties on the template and include only those relevant to your needs. For example, if you want help with legal obligations, you need someone who knows labor legislation and compliance. If you want someone to design an effective and creative recruiting process, ask for relevant experience. Here’s a list of soft skills HR people ideally possess in the modern workplace:

o  Reliability

o  Flexibility and open-mindedness

o  Analytical thinking

o  Leadership and conflict management skills

o  Tech savviness (knowledge of HR systems)

? Promote your company to attract applicants. When you post the job description on a job board, it’s not enough to present duties and responsibilities. Think about what will encourage people to apply, especially senior professionals who have many job options to choose from. Describe your company’s mission (answering the question; “What do we do that could give a sense of purpose to employees?”) and why your company is a great place to work. Include benefits and a link to your careers page if you have one. For more, read our article on how to write a great job description.

                                                                                  Promote in the right channels                                              

There are many tactics you can employ to find the best candidates. Here are a few:

> Post a job ad. Job boards are effective hiring tools and can result in many good applicants. For HR roles, consider:

o  Indeed

o  Monster

o  Glassdoor

o  LinkedIn

o  SHRM jobs

o  HR Jobs

Since you have determined the characteristics of the person you’re looking for, you can hire a recruiting agency to take over advertising and screening applications. This will save you a lot of time in job posting and resume screening, and will also make it possible for you to advertise in niche channels that specialized consultants know about. Give them the job description and explain what you expect in candidates.

Tap into your social network. You can find many HR professionals on LinkedIn and Twitter. Ask your connections if they know an HR person who matches your criteria or share your job ad using Twitter hashtags (such as #HR). If you also belong to startup or entrepreneurial groups, ask people who have already hired an HR person for advice. Also, if you want to try niche social platforms, try joining Slack groups or Reddit and build a community there.

Ask for referrals. Send an email to your employees including the job description and ask them if they have a person in mind that could be the right fit. Since referral is often cited as the most effective source of hire, there’s a good chance you’ll find your best candidate this way.

How do you evaluate candidates?

When you have a shortlist of strong candidates in your hands, it’s time to start interviewing. Use the job description to build interview questions off of the duties and requirements you’re looking for. For example, if you need someone to develop a compensation and benefits system, ask them how they’ve done this before and what the results were. If you want someone with strong leadership skills, ask them to describe their experience leading a team, how they motivated their team members and how they resolved conflicts.

For example, you could ask these or similar interview questions when hiring an HR manager:

Tell me about your experience leading an HR team/building an HR department. Look for candidates who describe their experience with confidence, give credit to their team members and show they have a leadership style that fits with what you want to see in your company.

Which would be the first three company policies you’d draft if you were hired and why? Look for candidates who consider legal aspects, present a solid reasoning, and show they’re able to set priorities.

Describe a time you made a mistake. It’s important to find someone who’s accountable and responsible and learns from their mistakes.

How would you go about enhancing our company culture/benefits and perks? Look for people who acknowledge the need to investigate the current situation and involve employees in deciding what would improve the workplace. Give bonus points to people who mention studies on culture or benefits.

Which HR technology tools do you prefer and how would you choose the best ones for us? Look for people who are tech-savvy and can explain why they’d recommend one system over another.

Describe your hiring approach. How and where do you find talented job applicants? Look for people with solid experience who’ve used a mix of sources and have a good grasp of interviewing techniques.

Your new hire doesn’t need to know everything, but they need to know where to find the information they want. For example, a candidate needn’t have drafted numerous HR policies from scratch, but they need to know that they can find direction on policies in the Society of Human Resource Management (SHRM) website or work off online templates. Similarly, they may not have used or researched HR tools extensively (especially if they’re not very senior), but they should be able to describe a process to evaluate different options.

As far as soft skills go, you want someone who is a good listener and can elaborate on their arguments with confidence. They need to act with diplomacy since employees might not be quick to accept new policies and rules. Avoid being strict about other personality attributes (for example, it shouldn’t matter whether the candidate is introverted or extroverted). However, make sure the person you’ll hire matches your company’s tone. For example, if you’re a relaxed and flexible startup, you don’t want someone with a more regimented approach to the workplace.

Have an honest discussion

During the interview, make sure that you clearly present the challenges your company faces. Talk about processes and policies that you’re missing and what you’d like to achieve in terms of culture and employee engagement. Ask the candidate how they’d start working to that direction and invite them to share additional thoughts.

This approach will help both of you: the candidates will understand what’s expected of them and whether they are qualified, while you’ll be able to determine who seems motivated and has a strategic mind. Look for those who ask you probing questions, those who challenge you with solid arguments, and offer creative solutions for your HR challenges. It’s important to find someone who can say ‘no’ when necessary, but who is also open-minded and subscribes to your vision. With a successful HR manager, you’ll establish a strong, loyal employee base and maximize your company’s potential for success.

Once you’ve got an HR professional hired, it’s critical that you address your expectations (or what their deliverables will be) for the next 90 days, six months and one-year; and, with that, it’s also important to solicit feedback from ALL new hire as to whether or not their expectations were met (did you sugar coat things or did you rightfully provide them all of the available information you had at the time?) and what recommendations they might have for improving the recruiting and hiring process. Soliciting feedback for those that were hired within the past year is a critical component to an effective onboarding program.

? PLEASE SEE THE SAMPLE CONSULTATIVE REPORT THAT’S PROVIDED TO ALL CLIENTS POST-AUDIT

? ALSO, PLEASE CHECK OUT THE ENCLOSED POWERPOINT PRESENTATION ON HOW TO DEVELOP AN ONBOARDING PROGRAM FOR YOUR ORGANIZATION.

Mike Russell Human Capital Consultant/HRM Strategist 773-807-8437 https://www.dhirubhai.net/in/orgdevsolutions/ https://twitter.com/russmike4 https://www.orgdev-solutions.com

     * Check Out the 80+ blogs Authored for Leaders of startups (links are provided in LinkedIn profile)

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