Download - Executive Onboarding Guide - Final

Executive Onboarding Guide

Table of Contents 1. Defining New Executive ....2. How to Use this Onboarding Guide .....3. New Executive Onboarding ....4. Establishing Onboarding Program Objectives 5. Establishing the New Executive Needs

6. Key Onboarding Accountabilities and Responsibilities ..6.1 Human Resources Chancellery & Local6.2 Faculty/Budget Division6.3 New Executive

7. Additional Onboarding Support .......8. Key Onboarding Plan Timelines 9.1 Pre-Employment

9.2 First Week

9.3 First Month

9.4 First Quarter

9.5 Second and Third Quarters

9.6 First Year - Exiting Onboarding

10. Onboarding Derailers .....11. Onboarding Evaluation.........

12. Supervisor Induction Checklist / Joining Melbourne................................................13. Recommended Reading .......14. Suggested Professional Development Opportunities ..APPENDIX 1: Onboarding Checklist - Human Resources .............APPENDIX 2:Onboarding Checklist Faculty / Budget Division .APPENDIX 3:Onboarding Checklist New Executive .

APPENDIX 4:Sample Week One Onboarding Plan for Faculty Executive Directors2

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Defining New ExecutivesThe term New Executive will be used in this Onboarding Guide to denote new appointees to the Executive Group and Executive Management roles such as Dean, Executive Director and Faculty Executive Director and School Executive Director.1. How to Use the Onboarding Guide

The New Executive Onboarding Guide provides a framework for the effective onboarding of new Executives to the University. Core principles underpin the onboarding process, however it is intended that Faculty/Budget Divisions retain the flexibility to tailor the program to meet individual and local requirements.

The Guide outlines what is meant by onboarding, objectives of onboarding, the various roles and responsibilities of the main stakeholders and a skeleton onboarding plan, which can be adapted to suit the particular needs of the new Executive. It also includes checklists and a sample schedule for the new Executives first week. 2. New Executive OnboardingThe New Executive Onboarding Guide supports an individualised and consistent process by which newly appointed Executives are integrated and oriented into the University. Onboarding should focus on key aspects which determine new executive success including:

Expectations management;

Integration with the University of Melbourne culture; and,

Relationship building.

It should provide a relevant cultural and organisational introduction, with a strong emphasis on relationship building and socialisation into the University of Melbourne environment to enable new appointees to immediately contribute and perform effectively in their role.

The successful onboarding of Executives is critical due to the greater performance expectations and the significant impact their success or failure has on the overall performance of the organisation. The overall goals are to accelerate Executive time-to-full-performance, to minimise the likelihood of failure and to lay the foundations for longer-term career success within the University by focusing on development and internal network building. Onboarding, however, should not only focus on the initial ramp up of the new Executive but should also be viewed as part of continual professional and career development, building long-term bonds between the new Executive and the University. The external labour market is being increasingly leveraged for new Executive hires, with such staff facing greater challenges in their integration into the organisation. This proactive onboarding approach is particularly critical in cases of external new hires, where attrition rates are much higher than those for internal appointments.Figure 1. Executive Onboarding Rationale

3. Establishing Onboarding Objectives

The Onboarding process should assist new Executives in understanding the Universitys business and culture, help clarify performance expectations, facilitate building relationships with staff and stakeholders, and accelerate the Executives transition, enabling them to perform to their full potential as quickly as possible. Objectives should include:

Enable successful transitions for external new Executive hires to the University;

Facilitate the understanding of organisational culture and the navigation of internal networks and relationships;

Develop awareness of the Universitys strategic plan, goals and objectives, organisational processes and governance structure; and Enable understanding of the Universitys expectations for executive leadership.

4. Establishing the New Executive Needs

Within the context of the overall objectives, the individual needs of the new Executive should be established, as onboarding requirements can vary greatly depending on the nature of the appointment. The Executives supervisor should hold a pre-commencement meeting with the new Executive to discuss their individualised Onboarding Program and their learning preferences. The more tailored the program is to the particular needs of the new Executive, the more effective the program.5. Key Onboarding Accountability and Responsibilities

Coordination accountability is ultimately assigned to the office of the relevant supervisor in line with their duties and obligations in the accountability framework, University policy and with subsidiarity:

The Office of the Vice Chancellor would be accountable for the coordination of the onboarding of the Chancellor, Deputy Chancellors, Vice-Chancellor and President, Provost, Deputy Vice-Chancellor, Pro Vice-Chancellor, Senior Vice-Principal and University Secretary.

The Office of the Provost would be accountable for the coordination of the onboarding for Deans.

The Office of the Vice-Principal Administration and Finance would be accountable for the coordination of the onboarding of Executive Directors.The planning and implementation of an Onboarding Program is shared between Human Resources (Chancellery and Local), the Faculty/Budget Division and the new Executive, each with discrete roles and responsibilities for ensuring the success of the process. Buy-in and collaboration between all parties is integral to the successful onboarding of the Executive. Figure 2. Critical Stakeholders of Executive Onboarding

6.1Human Resources Chancellery and Local Human Resources, both Chancellery and Local, play a prominent role at the recruitment, selection and appointment stages. Human Resources Chancellery will carry out the various operational processes related to new appointments, for example, relocation assistance, payroll, superannuation and so on for the Senior Executive Group. Human Resources Local should partner with the relevant Faculty/Budget Division personnel assisting and guiding the development of a tailored Onboarding Program, the identification of an onboarding internal coach, and the matching of the new Executive with a formal mentor. 6.2Faculty/Budget Division Whilst Human Resources supports the process the relevant Office and Faculty/Budget Division is accountable for the program and its success. Core principles underpin the onboarding process; however flexibility is retained to enable tailoring of the program to the individual and the organisational requirements. e.g. internal versus external new Executive requirements will differ.

It would be expected that information regarding organisational structure, business plans and financial information are made readily available to the new Executive. They should be given a clear and comprehensive understanding of their role and responsibilities and should work with their supervisor to determine the goals, objectives and Key Performance Indicators relating to the role. The supervisor should provide specific and timely feedback and coaching to allow for early corrective action if required.

The Faculty/Budget Division is responsible for developing a relationship/network building plan, which outlines the stakeholders and groups/committees with whom the new Executive is expected to build relationships. New Executives should be introduced to critical stakeholders and key decision makers relevant to their role, and be supported to build relationships and rapport. Of particular importance for external new hires, the Faculty/Budget Division is responsible for providing a foundational organisational and cultural learning plan, facilitating their integration into the University.The quality and timeliness of support in physically setting up the new Executive creates a strong first impression. Faculty/Budget Divisions should ensure IT and Security access, calendars, phone, office, work station assessments etc are organised to allow the Executive to hit the ground running. 6.3New ExecutiveThe new Executive should expect an individualised onboarding plan which addresses the needs of both the organisation and themselves, and is responsible for communicating any specific onboarding requirements to their supervisor, for inclusion in their onboarding plan. They should take ownership of their onboarding process. In early conversations with their supervisor they should ensure they gain a clear understanding of their role, responsibilities, goals and expectations, discuss communication style and preference, read the materials provided, record initial thoughts, questions, ideas and hypotheses. New Executives should establish the critical stakeholders and key decision makers relevant to their role, building relationships and rapport. 7. Additional Onboarding SupportNew Executives should also be assigned an internal coach or support person, who will be an existing Executive normally in a similar / comparable role. A newly appointed Faculty General Manager for instance, may pair with an existing Faculty General Manager who will provide the new Executive with support and guidance in their initial transition into the University.8. Key Onboarding Timelines

The Onboarding process spans a number of key stages with specific activities taking place in each stage. The stages can be broadly defined under the following headings:

Pre Employment

First Week

First Month

First Quarter Second Quarter Third Quarter First Year - Exiting the Onboarding Program

Figure 3. Executive Onboarding Timeline

9.1Pre-EmploymentFollowing the recruitment and selection process, the new Executive will receive and accept their offer of employment and complete a number of routine pre employment processes.

The pre employment stage is integral to the success of the onboarding process. In this stage, the responsible manager and Budget Division / Faculty personnel in consultation with the new Executive and Local HR should plan an individualised onboarding program. This program should be fully developed prior to the commencement of the new executive, but remain flexible in response to changing or emerging requirements during the onboarding period. In advance of the arrival of the new Executive, a campus-wide announcement should be made advising the impending commencement of the Executive and welcoming them to the University.

9.2First Week

The first week forms the new Executives first impressions of the University, their colleagues and their new role, and is critical to their positive and effective transition into the organisation. An organised and warm welcome on the Executives first day is key to a positive first impression and its importance should not be overlooked. The manager should liaise with the new Executives Executive Assistant (EA) to schedule key meetings and make related arrangements. Sample Executive On-Boarding Day One Schedule

First Thing:Welcome & Morning Coffee with Direct Manager

Opening:Informal Meet-&-Greet - Senior Team

Morning:Onboarding Discussions

Lunch:With Team Direct Reports etc.

Afternoon:Onboarding Discussions / Meet Key Stakeholders

Close:

Debrief with Direct Manager

The first week should be designed to allow the new Executive to meet with key stakeholders senior management, colleagues, direct reports and other networks, and provide them with a broad overview of the culture, governance and workings of the University. During the first week, the new Executive should also have an introductory meeting with their internal coach and / or mentor and arrange a kick-off meeting for their ongoing relationship. The first week schedule should also allow free diary time, to allow the new Executive to review relevant reading material and to reflect on experiences, meetings and learning thus far.

9.3First Month

The first month of a new Executives appointment lays the foundations for their successful performance in their new role. Where an Executive Orientation program is not offered, the Executive should complete the New Staff Orientation Program, which provides a broad overview of the history of the University, the governance structure and other relevant new hire information. As with all new hires, the new Executive will be required to complete the mandatory online induction programs. Access and instructions should be provided in the first week. Occupational Health and Safety

Promoting Positive Workplace Behaviours

PDF for Supervisors Recruitment and Selection

In the first month, the new Executive and their supervisor should have their first Performance Development meeting, in which the Executives goals and objectives will be established, performance expectations clarified, any professional development opportunities identified and timelines and milestones agreed. The new Executive should also optimise their internal coach/mentor relationship, agreeing related goals and objectives.

The new Executive, having developed their own performance plan, will engage with their team, agreeing their goals and objectives to ensure alignment with their own. As a Executive, leadership and performance management of others, will form an integral part of their role and responsibilities, and will be the mechanism through which their own performance objectives will be realised and delivered.

Over the first month, the new executive will also begin to attend meetings and participate in committees related to their role. This activity will not only form part of their role responsibilities, but will also provide opportunities for the new Executive to build relationships and networks across the University.

9.4First Quarter

During the first year of appointment, continuous feedback, clarification discussions and evaluation of performance are integral to the successful onboarding of the Executive. A lack of performance feedback or too little too late is one of the most common derailers, as Executives are not given the opportunity, nor ample time, to take corrective action. Supervisors may not want to appear overly critical early in the new Executives tenure, however, shying away from constructive feedback is potentially more detrimental to their success. A performance development review meeting should take place at the end of the first quarter, providing the Executive with early impressions of their strengths, development needs and clear feedback to address any gaps between expectations and performance, to evaluate organisational fit and to congratulate them on good performance thus far. A revision of the initial goals and objectives may be required, and supervisors should be honest and transparent about any performance issues or concerns about the Executives assimilation into the University.

It is also an opportunity to gain insight into the new Executives impressions as well as providing answers to his/her questions related to process, norms and culture. Questions that may be asked of the new Executive: How do we compare with what you expected?

What is working well?

Based on your prior experiences, what ideas for improvement do you have?

As we position you for success, are there any concerns or barriers you have observed that could derail you?

What do you need from me to ensure your success?By the end of the first quarter, the new Executive should also have benefitted from the internal coach/mentor relationships which provide them with more informal and continuous support and guidance.The first quarter should also have seen the new Executive develop relationships and networks among key stakeholders across the University, and assimilate / integrate into the culture and workings of the organisation.9.5Second and Third QuartersThroughout the second and third quarters, the new Executive will have ongoing performance discussions with their supervisor and undertake any professional development opportunities identified. The new Executive will continue their integration into the University, participate in relevant committees and governance meetings, and build relationships across the organisation. The new executive should also continue their internal coach and mentoring relationships, although its nature may change as the Executive becomes more familiar with the organisation.9.6 First Year - Exiting the Onboarding Program

The new Executives first year paves the way for success, or failure. The goal within the first year is to monitor individual performance and development, the achievement of goals and the full integration/assimilation of the new Executive into the organisation. The Onboarding Program should conclude after the first twelve months of appointment, with formal 360-degree feedback and other leadership development provided. This gives the Executive additional information and an opportunity to assess the effectiveness of their integration into the organisation. At the end of the first year, the Executive may also decide to continue or cease their internal coach / mentoring relationships.

10. Onboarding Derailers

A failed onboarding program, or the absence of any process, can have a significantly negative impact on the experience of a new Executive and on their performance in their new role. This is especially the case for external new hires who are particularly vulnerable to failure. Adopting a sink or swim approach to Executive onboarding can result in poor retention, negative impacts on the organisation and costs associated with terminations and replacements. Onboarding generally fails due to one or more of the following reasons:

Failure to establish cultural fit;

Excessive pressure to perform or unrealistic performance expectations early in tenure;

Failure to build teamwork and relationships with staff and stakeholders;

Lack of clarity or timely feedback in relation to performance;

Lack of organisational savvy.

The adoption of a strategic, formal and individualised onboarding program to assimilate new Executives into the University, seeks to address these potential derailers and ensure the successful integration of new Executives.

11. Onboarding Process Evaluation

At the end of the Onboarding process, Executives will be required to provide an evaluation to enable Human Resources, both Chancellery and Local, to make any necessary improvements to support future new Executives. 12. Supervisor Induction Checklist/Joining Melbourne

http://hr.unimelb.edu.au/advice/for/new-staff 13. Sample Useful Links

Practice Leaders Division of Senior Vice Principal

http://www.administration.unimelb.edu.au/AboutPracticeLeaders.html14. Recommended Reading The First 90 Days Critical Success Strategies for New Leaders at All Levels, Michael Watkins, Harvard Business Review Press, 2003.

Onboarding How to Get Your New Employees up to Speed in Half the Time, George Bradt & Mary Vonnegut, John Wiley & Sons Inc, 2009.15. Professional Development OpportunitiesAdvice may be sought from the Executive Director Human Resources and the Director People and Performance where additional support and development may be required.

Information on staff professional development opportunities at the University of Melbourne can also be found at Staff Development.APPENDIX 1:Onboarding Checklist - Human Resources Responsibilities for Human Resources in relation to new Executive onboarding will depend on the level of the appointment. Appointments and initial Onboarding requirements for Senior Executive positions such as Dean or Vice-Chancellor are normally handled by HR Chancellery in conjunction with the Provosts office.

Appointments and Onboarding requirements for Executive positions such as Faculty Executive Director, Head of Department or Deputy Dean and so on, are managed by Local HR. A clear understanding of who will be responsible for what needs to be established up front.

Human Resources

Pre-Employment

( Determine New Executive Commencement Date

( New Executive Pack Welcome letter from VC

Contract and employment conditions

Information booklet relocation services

Information about the University including:

History (The wandering scholars guide to Melbourne and other documentation)

Higher Education legislation and funding

Strategic direction and accountability framework

Employment services and benefits

Campus information and map

Information about the City of Melbourne

( Visa (if applicable)

( Tax & Super Advice (if applicable)

( Relocation Assistance (if applicable)

( Vehicle Arrangements (if applicable)( Employee Number( Confirm Onboarding Program is developed( Any Other Individual Onboarding Requirements

First Day / Week

( Invitation to Register for Staff Orientation

First Month

( Deliver Staff Orientation ( Advise mandatory training requirements:

Promoting Positive Workplace Behaviours OH&S PDF for Supervisors

First Quarter

( Deliver Ongoing Professional Development Programs as required ( Support Internal coach / Mentor Relationships

Second & Third Quarters

( Monitor progress of Onboarding Program

( Deliver Ongoing Professional Development Programs

First Year

( Internal coach / Mentoring Evaluate Internal coach / Mentoring Process

Identify Any Development Opportunities

( Onboarding Program

Evaluate Program Content

Establish Opportunities for Improvement

APPENDIX 2:Onboarding Checklist Faculty / Budget DivisionFaculty / Budget Division

Pre-Employment

( Pre Employment Meeting with New Executive

( Pre Employment Campus Tour

( Establish Individual Onboarding Program Requirements

( Plan Personalised Onboarding Program

( Plan Welcome and Meet-&-Greet

( Plan Day One Schedule

( Add Key Meetings to Calendar

( Prepare Key Information Pack

( Logistical Arrangements:

Office Space & Keys

PC & Phone

Email Account

Telephone Extension

Mobile Phone & Laptop

Business Cards

Car Parking

University House & Sports Membership

( New Executive On-boarding Announcement

First Day / Week

( Arrange One-on-One Meeting with New Executive

( Arrange Meet-&-Greet Visit to Reporting Areas

( Arrange Meetings with Key Colleagues / Stakeholder

First Month

( Performance Development Framework Planning

Establish Goals & Objectives Agree Milestones & Timelines Identify Development Opportunities (if any) Arrange Quarterly Review

First Quarter

( Performance Development Framework Quarterly Review Q1 PDF Review Performance to Date

Evaluate Cultural Fit

Revise Performance Objectives (if applicable)

Establish Development Opportunities (if applicable)

Second & Third Quarters

( Performance Development Framework Quarterly Reviews Q2 & Q3 PDF Review Performance to Date




First Year

( Performance Development Framework Annual Review & Planning PDF Review Performance Over First Year & Provide Rating

360 Degree Feedback

Develop PDF Plan for Next Year

Identify Development Opportunities

( Onboarding Program Exit Interview of Executives Onboarding Experience Evaluate Program Content

Establish Opportunities for Improvement

Exit the Program

APPENDIX 3: Onboarding Checklist - New ExecutiveNew Executive

Pre-Employment

( Agree Commencement Date

( Sign Contract of Employment

( Complete Relevant HR Forms( Agree Requirements Relocation, Vehicle, Accommodation etc.

( Pre Employment Visit

Meeting with Supervisor Campus Tour

Establish Individual Onboarding Requirements

Establish Office Set-Up Requirements

( Review University Information Pack History (The wandering scholars guide to Melbourne and other documentation)

Higher Education legislation and funding

Strategic direction and accountability framework

Employment services and benefits

Campus information and map

Information about the City of Melbourne ( Other

Staff Wellbeing

Sports Clubs

Car Parking

First Day / Week

( Welcome and Meet-&-Greet( Meet with Supervisor( Meet with Team / Direct Reports

( Meet with Key Colleagues / Stakeholders

( Meet with Internal coach / Mentor

( Staff ID Card

( Debrief with Supervisor

First Month

( Performance Development Framework Planning (Self) Establish Goals & Objectives Agree Milestones & Timelines Identify Development Opportunities (if any) Agree Quarterly Review ( Performance Development Framework Planning (Team)

Establish Goals & Objectives with Direct Reports

Agree Milestones & Timelines

Identify Professional Development Opportunities

Establish Ongoing Informal Feedback / Review

( Complete New Employee Orientation ( Complete OH&S eLearning

( Complete PDF for Supervisors eLearning

( Complete Promoting Positive Workplace Behaviours eLearning( IT Systems Training

( University Policies & Procedures

( New Executive Information Pack

University Strategic Plan

Organisational History

Organisational Charts Key Functions of the University

Governance of the University

Governance of the University

Committee Structure, Hierarchy, Terms of Reference and Calendar

Financial Information High Level Facts & Figures

Faculty Business Plan, including Workforce Plan, KPIs, SLAs etc

Faculty Resources

Membership and Role as Part of Committees

Key Stakeholders up / down / across / hidden Go-To Contacts & Stakeholder Expectations

Cultural / Contextual Understanding of the Organisation

Networking / Functions etc

Acronym List / Glossary of Organisation Specific Terms

Advancement Training, Identify Gaps etc

( Internal coach / Mentoring Coaching Meeting Establish Coaching Goals & Objectives

Agree Meeting Frequency

First Quarter

( Performance Development Framework Quarterly Review PDF Review Performance to Date 360 Degree Feedback




( Internal coach / Mentoring Coaching Meeting

Evaluate Performance

Establish Any Coaching Requirements

Identify Any Development Opportunities

( Relationship Building & Networking Committee / Meeting Attendance & Participation

Relationship Building with Key Stakeholders

Networking Across the University & Externally

Attendance at University Events / Functions Representing the University at External Events / Functions

Second & Third Quarters ( Completion of 6 Month Probationary Period - Performance Evaluation Against Probation Criteria

- Confirmation of Employment( Performance Development Framework Quarterly Review

PDF Review Performance to Date

360 Degree Feedback




( Ongoing Professional Development

Managing My Team Through Change

Building Resilience & Optimism

PDF Skills for Supervisors ( Ongoing Internal coach / Mentoring Relationship

Establish Any Further Coaching Requirements

Identify Any Further Development Opportunities ( Ongoing Relationship Building & Networking

Committee / Meeting Attendance & Participation



Attendance at University Events / Functions

Representing the University at External Events / Functions

First Year

( Performance Development Framework Annual Review & Planning (Self)

PDF Review Performance Over First Year & Provide Rating

360 Degree Feedback

Develop PDF Plan for following year Identify Development Opportunities

( Performance Development Framework Annual Review & Planning (Team)

PDF Review Performance

Provide Feedback & Ratings to all Direct Reports

Develop Team & Individual PDF Plans for following year Identify Team & Individual Development Opportunities

( Internal coach / Mentoring Meeting

Joint evaluation of the process( Relationship Building & Networking

Committee / Meeting Attendance & Participation



Attendance at University Events / Functions

Representing the University at External Events / Functions

( Onboarding Program

Evaluate Program Content Establish Opportunities for Improvement

Exit the Program

Welcome Program Faculty Executive Director Office Details: Room xxx,

xxx Street (Building xxx)

University of Melbourne VIC 3010 Direct Line: xxxx xxxx

Mobile: xxxx xxx xxx

Email: [email protected]

Key Phone Numbers:

Direct: xxxx xxxx

Dean


Direct: xxxx xxxx

Manager, XXX


Direct: xxxx xxxx

Executive Support Officer


Direct: xxxx xxxx

Admin Assistant / Receptionist

(Internal coach)

Direct: xxxx xxxx

Faculty Executive Director, XXX

Direct: xxxx xxxx

IT Manager


In Place (Employee number: xxxxxx

(Office and keys Room xxx (has been cleaned)

(Office signs

(IT set up - PC etc as requested

(ipad with SIM

( Telephone Extension xxxx xxxx

(Voicemail to be set up

(iphone purchased transfer of Mobile Phone number and data

(Email account (user name: username; email address [email protected])

(Business Cards

( Corporate Card paperwork ready for signature

(Listed on staff email lists

Welcome Manual Local (Key Contacts Faculty Phone List and Emergency Contacts

(Faculty Organisation Charts

(Faculty Calendar

(ABP Governance

University (University Contacts

(Campus Map

(Senior Administration Organisation Charts

(Growing Esteem

( Strategic Overview

Other (Acronym list

( List of regular meetings

DATE / TIMEWITH / LOCATIONPURPOSEIN DIARY

WEEK ONE

Monday

9:00 10:00am

Welcome - Dean (Deans Office)

Induction / Operational

Regular weekly meeting with the Dean. This first meeting is to welcome xxx to the Faculty, discuss working arrangements and priorities for the week.

Y

10:00 - 10.30am

Morning Tea with immediate team

Social

Introduction to colleagues within the Office of the Dean and General Manager

Y

10.30 - 11.00am

Welcome to Office of Dean and Executive Director

Induction

Tour of office, keys

Y

11:00-11:30am

HR Setup with HR Manager (xxx Office)

Induction

Finalise paperwork and put in place contract arrangements

Y

11:30 12 noon

IT setup if required (xxx Office)

Visit to PC&S to arrange staff ID card

Induction

Ensure logon works, exchange set up with right permissions, able to print, etc. Set up voicemail.

Y

12 noon 1pm

Lunch with Manager

InductionReview Faculty structure and key people

Y

1:00 - 2:00pm

Tour of the Faculty with Facilities Manager, xxx and Business Services Manager, xxx

Induction

xxx Street / xxx Building / xxx also OH&S and environmental

Y

2:00 - 3:00pm

Monday Talktime

(Deans Meeting Room)

Strategic / Operational

Regular meeting with Dean, Deputy Dean and General Manager to review priorities for upcoming week but to also discuss matters of strategic focus

Y

3:00pm onwards

Work Time / Breathe

Y


Tuesday

8:45 9:00am

Catch up with Executive Support Officer

Operational

Regular review with Executive Support

Y

9:00 9:30am

Faculty Executive Preparation Meeting (Deans meeting Room)

Operational

Monthly meeting with Dean, Manager and HR to prepare for following meeting (Deans EA and Executive Officer to Faculty Executive)

Y

9.30 - 11.00am

Informal Meeting of Faculty Executive

(Deans Conference Room)

Operational

Regular monthly meeting of Faculty Executive this is an informal meeting to allow for discussion and exploration of key issues

Y

11:00 12:00pm

Executive Preparation time (Deans Meeting Room)

Operational

Meet with Dean, Deputy Dean and Manager to discuss papers for University Executive meeting

Y

12:00 1:00pm

Lunch and handover from Acting FGM

Induction

Summary of issues and action undertaken since during period of Acting FGM

Y

1:00 2:30pm

xxx Project Committee Meeting

Operational

Regular meeting of the Universitys project Committee for the xxx. Also attended by the Dean

Y

2:30 3:30pm

Desk time

Y

3:30 4:30pm

Coffee catch-up with FGM Internal coach Ext. xxxxx

Induction

will represent the Faculty General Manager group and the University is guiding through first weeks as nominated internal coach. Meeting prior to weekly meeting of FGMs Wednesday morning.

Y


Wednesday

8:45am

Meet FED Internal coach prior to weekly Faculty Executive Directors Meeting

Y

9:00 - 10:30am

University Meeting: Faculty Executive Directors (Alumni Lounge, Law Building entry on Level Nine, take stairs up near Deans Office)

Operational

Weekly meeting of the Universitys Faculty General managers, Chaired by XXX

Y

11:00 12:00pm

Faculty Senior Managers morning tea (Deans Meeting Room)

Operational

Regular meeting with team of direct reports (Faculty Senior managers)

Y

12:30 2:00pm

Deans Lunch (Deans Conference Room)

Strategic

Monthly lunch hosted by Dean which brings together a cross-section of Faculty staff

Y

2:00 - onwards

Tour of Campus by Executive Support Officer & HR Officer

Induction

Tour of key buildings and landmarks

Y

Thursday

9:00 10:00am

Meeting with Manager, xxx Student Centre (Own Office)

Operational

Weekly meeting with direct report to discuss student centre portfolio (not at normal time)

Y

10:00 11:00am

Meeting with Manager, Research (Own Office)

Operational

Weekly meeting with direct report to discuss research portfolio (not at normal time)

Y

11:00 12 noon

Meeting with Executive Manager, Business Services (Own Office)

Operational

Weekly meeting with direct report to discuss business services portfolio (not at normal time)

Y


12:30 1:45pm

FEDs Lunch with Allan Tait(Level 8 Meeting Room, Raymond Priestly)

Operational

Regular lunch with FED group hosted by Senior Vice-Principal Ian Marshman

Y

2:30 3:30pm

Meeting with the Marketing team

Operational

Introduction to Marketing team and discussion of path going forward

Y

3:30 - onwardsDesk time

Friday

9:30 12 noon

OHS Executive Training Session (Alan Gilbert Building, Grattan Street)

Induction

Y

12:30 1:00pm

Meeting with HR Manager

Operational

Weekly meeting with to review Faculty HR matters

Y

12 noon 2:00pm

Lunch and desk time

Y

2:00 3:00pm

End of week debrief with Dean

Operational

Discuss first week and matters moving forward

Y

3:00 4:00pm

Meeting with Manager, xxxx (Own Office)

Operational

Weekly meeting with direct report to discuss operations and planning portfolio (not at normal time)

Y

4:00 5:00pm

Drinks with Team - xxxx

SocialFirst week complete whew

Time to celebrate the week that was

Y

EXECUTIVE ONBOARDING GUIDE

APPENDIX 4: Sample Week One Onboarding Plan for Faculty Executive Director

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