At the successful completion of a search assignment or at the point of promotion, a candidate moves to a new role with a very high performance expectation and a need to create an impact in the all important first 100 days.

All the focus, time, emotion and money is spent on selecting and assessing who to hire or promote but not on how to transition and support the selected candidate into their new role to give them every chance of success in their first 100 days.

On accepting a new role (or promotion) a candidate is generally very motivated and full of "Uninformed Optimism". On starting their new role a more negative stance develops as both the reality of what they need to do and the frustration of not knowing how to get things done in the new role strikes.

New hires can no longer rely on their internal network, stakeholders and knowledge and new promotions are often behaving in their new role, how they were in their old role.

By not managing this process proactively a candidate can decline into a "well of despair" and either leave the business or more likely fail in their role and "go native"; which is to do the role how its always been done and not deliver the change that they were hired or promoted to do. The CIPD 2009 survey figures suggest that 19% of new starters leave in the first six months (22% in 2008) and that only 1 in 4 hires delivers what it was they were hired to do.

Adastrum provides coaches to transition recently appointed or promoted candidates through their first 100 days to ensure that they adapt to their new role, perform, remain engaged and are full of "Informed Optimism" at the end of the process.