Portion of organizations surveyed in 2016 that
planned to invest in onboarding programs
to support recruitment—the most common
investment for third year running.
Project managers are often in an unusual position: working closely with cross-functional teams but not necessarily building ties with other project managers
as a cohesive department. ;at can make for a lonely work environment, particularly for a newcomer who might not know where to turn with project-speci;c
questions or scenarios.
Sharing a company directory with photos of each
employee or scheduling team lunches are relatively
simple ways to foster engagement from the start.
Credit Suisse helped curb isolation by fostering an
internal community of project and program managers.
“;ey meet on a regular basis to exchange information
regarding procedures and best practices,” says Mr.
“Connecting a newly hired project manager with
that community from the beginning helps new project
managers not only get familiar with speci;c organiza-
tional processes but also better understand the project-
;e Bene;tfocus team takes a similar tack. “A major
part of project manager onboarding is a predetermined
schedule of cross-functional meet and greets,” says Mr. Kederer. “Building
strong relationships is key for new project managers in our matrix structure,” so
the seeding of those relationships should start early—and be rigorous.
2NURTURE A COMMUNITY “Building strong relationships is key for new
in our matrix
—Tobias Kederer, PMP,
Benefitfocus, Charleston, South
Source: 2016 McQuaig Global Talent Recruitment Report, McQuaig Institute of Executive Development