The Neglected Transition

Leaders in organizations operate at different levels. Years ago, the performance pipeline concept (Ram charan, Drotter & Noel) helped us understand the different levels and about the responsibilities at various levels:

? Top management Top 2 or 3 layers combined (Enterprise, Group and Business manager) - Responsible for Perpetuation of organization, portfolio and profits)

? Functional manager – Competitive advantage

? Manager of managers – Productivity, Capable managers

? Manager of others – Enabling delivery, Role clarity, Performance coaching

? Individual contributors – Delivery, Customer satisfaction

Over the years the organizations have devised methods to help leaders transit from one layer to the next.

The neglected transition – One transition which was not included in the leadership pipeline is the first transition. It is the campus to corporate transition. In the recent years (especially since the pandemic) the entry level roles have become critical. The roles are also becoming a mix of Individual contributor as well as managing small teams. The remote or hybrid work culture has made the traditional induction processes less effective. The new recruits are unable to unable to understand their roles and hence are ill prepared to deliver. They also are not able to establish work relationships which can help them learn the requisite skills to succeed in the initial one or two years of their work life.

The need: The organization needs to help the young graduate transit from the campus which is protected and predictable to the corporates which demands performance in a highly competitive, uncertain, and unkind world.?

The first transition: The organizations need to plan and execute the campus to corporate transition which allows the new recruits to find their footings, understand their role and responsibilities and establish work relationship which will enable them to start performing in the least possible time.

Campus to corporate transition plan should ideally have a 3-pronged approach and design.??

? The Person – The design should help the young employee to develop a confident and capable personality.?

? The Role – The person should be able to understand the role and responsibilities. He or she should be able to align with big picture, understand the key deliverables and the performance standards. They should also be able to understand the complete execution value chain. From goal setting to feedbacks to performance reviews.

? The Community – The induction should facilitate the induction of the new employee into the corporate community. They should be helped to establish work relationships, start building their networks and find their coaches and mentors.??

The design must provide:

? Training – The knowledge inputs can be provided through formal sessions (online or classroom).?

? Space for application – The supervisors should provide opportunities for new employees to apply the skills and get feedback and encouragement.

? Peer support – Employees who the new recruits talk to, get perspective and help understand work processes.?

? Mentors – Senior colleagues who can help understand big picture, understand work culture.?

The main reason young people struggle is not generational - it’s cultural. A very significant, but typically underemphasized, cultural transition between college to the professional world. This culture shift plays out along at least three key dimensions: Work, Relationship and Success.?

Good organizations should address all three, and smart young employees should be willing to take the time and effort necessary to master the skills necessary to improve on each.

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