Onboard to and transition back again

Project teams are temporary and cross-functional to achieve specific objectives within a defined timeframe, whereas operational teams are permanent, functional groups that perform routine, day-to-day activities to keep the organisation running smoothly. While both types of teams are essential to an organisation’s success, there can be challenges in bringing together people like subject matter experts, suppliers, and professional services from different teams to form a project team.  

Some of the difficulties include: 

• Differing goals and priorities: Project teams focus on achieving a specific objective, often within a tight timeline, while operational teams are responsible for maintaining ongoing business functions. Balancing these different priorities can be challenging, especially when individuals are asked to participate in both types of teams simultaneously. 
• Varied expertise and backgrounds: Project teams often include diverse skill sets and expertise, drawn from multiple departments and external sources. Integrating this varied experience and knowledge can be difficult, particularly when team members have not previously worked together and must quickly establish relationships and trust. 
• Communication barriers: Differences in language, terminology, and jargon across departments and organisations can create misunderstandings, confusion, and delays. Ensuring clear, consistent communication across the entire project team is critical to success. 
• Resource allocation: Competing demands for resources, including personnel, time, and budget, can create tension between project and operational teams. Balancing these demands requires careful planning, negotiation, and prioritisation. 
• Cultural and organisational differences: Different departments and organisations often have their own unique cultures, structures, and ways of working. Integrating these diverse perspectives and approaches can be challenging, particularly in the context of a temporary project team. 
• Change resistance: Members of operational teams may be resistant to change, particularly if they perceive the project as a threat to their job security or daily routines. Overcoming this resistance requires strong leadership, effective communication, and a focus on the benefits of the project to both the organisation and the individuals involved. 

Helping staff transition smoothly from their operational roles to project team roles and back again is crucial for maintaining productivity and ensuring project success. Here are some steps to facilitate onboarding and transition for staff joining a project team. 

Onboarding as an active project team member: 

1. Orientation: Provide an orientation session for new project team members, introducing them to the project goals, objectives, timeline, and the roles and responsibilities of each team member. 
2. Team introductions: Arrange a team meeting where new members can meet and network with existing team members, helping to establish new relationships. 
3. Training: Offer relevant training sessions to help new team members understand project-specific methodologies, tools, and processes, as well as any new skills required for their role in the project. 
4. Mentoring and buddy system: Pair new project team members with experienced colleagues who can provide guidance and support during the onboarding period. 
5. Communication channels: Ensure new team members are aware of and have access to all relevant communication channels, such as email groups, instant messaging platforms, and document sharing tools. 
6. Regular check-ins: Schedule regular check-ins with new team members to address any questions, concerns, or challenges they may be experiencing, and provide feedback on their progress. 

Transitioning back to their operational role: 

1. Debrief and knowledge transfer: Conduct a debriefing session where project team members can share their experiences, lessons learned, and any best practices that can be applied to their operational roles. 
2. Update job description: Review and update the employee’s job description to reflect any new skills, knowledge, or responsibilities acquired during their time on the project team. 
3. Reintegration meeting: Arrange a meeting with the employee’s operational team supervisor to discuss their transition back to their regular role, any changes in the team or organisation, and how their project experience can be leveraged to benefit the operational team. 
4. Training and support: Provide any necessary training or support to help the employee reacquaint themselves with their operational role, including updates on processes, tools, or systems that may have changed during their time on the project team. 
5. Performance review and goal setting: Conduct a performance review with the employee, acknowledging their contributions to the project and setting new goals and objectives for their operational role. 
6. Ongoing communication: Maintain open communication channels with the employee to ensure a smooth transition back to their operational role and address any concerns or challenges they may face.

Is your onboarding to a project team and transitioning back to an operational team process minimising disruptions and maximising the benefits for both the individual and the organisation? 

What is one thing you can do today to make a difference?