246: Creating a 30/60/90-Day Plan for Your New Position
Creating a 30/60/90-Day Plan for Your New Position
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I recently answered a question in a group I am a VIP in about 30/60/90-day plans, so I thought I would convey this information to you.
These plans are fairly common at the director level and above. There are two possible scenarios for such a plan: When you are in the interviewing phase, and when you are new in the position.
The purpose for a plan when you are in the interviewing phase is to show the hiring manager and other key decision-makers that you understand the priorities and have given considerable thought to how you will approach them. It also shows them how you will assimilate yourself into the company culture.
You can’t know all the details about things like budget, staffing challenges, etc. before you’ve been hired, so the goal isn’t perfection. Rather, it is showing that you understand the broad-brush strokes and have a plan of attack.
The purpose of a plan when you are new in the position is to make sure you and your boss are on the same page. This is an opportunity to lay out a plan and have your boss shoot holes in it, ask question, add content, etc.
In either scenario, I recommend creating a PowerPoint presentation for your plan. Here is a suggestion of how to organize your PP:
1: Intro page with your contact information and possibly a quote or philosophy you operate by. Adjust this accordingly whether you are a candidate or the incumbent.
2: Your leadership philosophy with examples.
3: Your vision for your role in the company and your specific position.
4: High-level overview of your 30/60/90, such as:
30 - Learn
Meet with partners, peers, internal stakeholders to learn the business and HR systems. The goal will be to accelerate my learning process to make an effective and expedient contribution. To have a seamless transition in the HR Role, from existing HR Manager to incumbent HR Manager, is to plan, stay on course while remaining agile!
60 - Assess
Analyze the existing key processes to understand the performance of core, short- and long-term initiatives by HR for operations. Identify opportunities for short term and long-term improvement, based on feedback from HR Director.
90 - Optimize
Identify opportunities for improvement, potential process or program improvements. Use existing or begin building HR Scorecards to measure strategic alignment with business operations.
5: Details of 30-day, with specific bullet points
6: Details of 60-day, with specific bullet points
7: Details of 90-day, with specific bullet points
8: Measurements of success at 30, 60, 90 days, such as:
30 Days - Learn
-Begin relationship-building w/HR Dir., HR Staff, Executive, Line, & Union Leadership
-Learn HRIS systems, Employee Handbook and Union Contract
-Knowledge transfer, pending ER issues & actions
-Benefits and Payroll learning
-Understanding of ongoing HR projects, KP/Metric & Financial Analytic Knowledge
-Talent Acquisition Process Review
-Training and Development Process Review
9: Closing page, with a repeat of contact information if you are in the interview phase
You might also want one more page if you are in the interview phase. Here are some possibilities:
-2-3 recommendations (could be pulled from LI profile or performance evals)
-An embedded video you have created with appropriate text on the page
-Links to publications and presentations; appropriate text on the page
-Case study, with either actual pictures or stock artwork as appropriate
-Something else you believe would be useful
-A side-by-side comparison of what company stands for/is looking for and what you bring to the table
One final note: If you are in the interviewing phase, you can create a template for your plans to keep from having to start from scratch each time.
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