How to Assimilate new talent with old-Continued

In continuation with the earlier post on why assimilation of new talent with old talent becomes seemingly difficult, let's attempt to understand this from another analogous system-Human physiology. 
Any new addition to our body develops something doctors call anti-bodies which try and fight these new foreign bodies, so whether it is a new organ or medicine the body is trained to fight it out and expunge it even though it actually may be good for the body. This is also the reason for the concept of a vaccine which makes the body immune to the main disease. You inject the person with some quantum of the disease so that the body is fit to fight the main disease.

Similarly, in organizations we often bring the Gladiators a step before their time, If the timing is wrong, high powered teams result in either getting thrown out of the system or demolish the system with the intent of creating a new. 

If one notices carefully, all new professionals generally bunch together and let me tell you with confidence whine and share their sorrow in unanimity (often at the local bar!). 

They seem themselves as one fraternity which is cursing themselves for landing in this place. They feel that they have done a favour by coming to this company vis a vis having joined an MNC or some super professional system. They are one team formed voluntarily that stands against the old(Birds of the same feather).

Hence to alleviate this problem, bring in people who are just right for that part of the growth phase. Not too high, not too low. So if you need someone to take the company from Point B to C don’t get one who has the experience to move the system from E to F. This is the vaccine we are talking of-small doses...

Another reason that these assimilation's don’t work is because of the professionals Demi-God status, the owners expectations rightfully increases and he/she feels that if I am paying them a premium they should be delivering from next week, next day, next minute. It’s like the meter of a limousine flagged down and the best part-he must know everything. The moment there is a mismatch there is dissonance and the Owner starts feeling that this is the wrong hire, I am not getting ROI. 

It’s not the wrong hire, it’s the wrong setting and management. I always encourage top management to have a change session with the system and with several Bluesky companies have adopted it in the form of Town Halls and other Training initiatives; explain to the team why are we doing this and before that what are we trying to doing, why must we do it, what happens if we don’t do it, how will they benefit….

Most owners do not feel the need to do such things thinking that why simply waste the time of these hardworking people, why create insecurity, what value addition can they make to these new people, in fact they should feel happy with these new people coming in because of the training and systems they will bring along. Of course some owners don't know where to start or fear the implications of initiating some things like this.

Another aspect owners must avoid is to make these new professionals the panacea for all problems. Since they talk the right things and have claimed to see the world and organizations, they are considered the last word on everything. They are pulled into everything and their opinion is sought on every aspect. It’s like “full vasool…”. My advise would be to have them achieve their own wins that enable them to build internal equity and credibility. With that acceptance will come easier.

The HR role to support these new professionals is very important as these individuals not only need a sponge to express their frustration but to also rationalize and arbitrate their complaints. However the HR must have that understanding and weight to pull this off. Recently one of the new inducted professionals in one of our portfolio companies made a statement that “if I continue like this, I will become like them and then no one will give me a job…”When I visit our clients 40-50% of the time goes in hearing these people out and mentoring them. Hence it’s imperative that you need a good professional system if you intend to bring top professionals.

The next thing owners must do is to have discussions with the old war horses making it clear that it is a shared responsibility to make these new professionals successful and any one working against that interest will be viewed differently. Moreover everyone stops to grow unless the company escapes the present orbit and to have a smooth escape we need these new professionals to navigate us. Make it known that they are here to stay. Those that are adamant must be made examples-devoid of emotions but with respect.

The fears of the old veterans must also be mitigated as now they realize that with these individuals coming in their importance will steadily decline. It’s an insecurity problem and human hence the HR must address these concerns too.

Communication meets, Review meets, Town halls, Skip levels, change sessions etc are all steps in the direction to reduce the chances of failure but more importantly when any new professional joins provide him with a detailed Job role and I don’t mean the “normal dhobi list-JD” but clearly articulating the decisions he can take, his powers, MIS etc and have his KPI’s clearly agreed with measuring systems.

These are some aspects which will make professionals settling in the organization easier and successful.