Onboarding of Business Managers
Hiring a junior Business Manager is just the beginning.
Their success then depends much less on what they know upon arrival than on their ability to learn — and the company's ability to teach them their job.
CoAct helps ESN and consulting firms build onboarding journeys that are not limited to a series of training sessions.
An onboarding is not a list of content to deliver.
Presenting the company, explaining the tools, and providing some training is useful. But the right question is different:
At the end of their onboarding, what should the junior be able to do?
From this destination, it becomes possible to construct the learnings, situations, training, feedbacks, and manager interventions necessary to get there.
Our interventions
Candidate assessment
Test curiosity and coachability before or during recruitment.
Maturity diagnosis
Measure the current capacity of the organization to develop its juniors.
Support the first months
Assist the junior and their manager in transforming the journey into real skills.
From when to actually structure your onboarding?
There is no absolute threshold.
When a company hires a Business Manager every two or three years, a very light organization may suffice.
As soon as recruitments become regular — for example, five juniors or more per year — practice gaps, manager availability, and journey reproducibility generally become real concerns.
However, the maturity of the company remains more important than its size.