Amid worries about an impending recession and soaring inflation, the global labor market has performed surprisingly well. In the US, the unemployment rate is down to 3.6%. Approximately 431,000+ jobs were created in March 2022.
That’s a lot of new people to onboard.
Team leaders and managers must have a robust system of helping new hires climb organizational ropes faster. The better the onboarding process, the sooner the new hires can be productive.
The average onboarding process consists of 54 different activities. Despite which, not many managers can guarantee that their new recruits will be fully integrated into their new roles.
Why do some managers succeed at onboarding and others fail?
Well, the ones who succeed have clear onboarding strategies that focus on people, not administrative or paperwork.
Seasoned managers and team leaders use structured, and strategic 30-60-90-day plans to onboard employees.
Here’s an in-depth guide on 30-60-90-day plans.
Table of Contents
What is a 30-60-90-Day Plan?
A 30-60-90-day plan is a set of guidelines that outlines the expectations/goals a new recruit should be striving for. These plans layout clear courses of action for employees during the first 30, 60, and 90 days of their tenure.
Managers can set concrete goals for their new recruits in these plans. Each stage of the plan makes the next transition easier. When new employees receive such clear courses of action from their managers, they perform better.
Why Do Managers Need 30-60-90-Day Plans?
Following a 30-60-90-day plan may not guarantee a new recruit success in his/her new role. But, managers can at least clarify the organization’s goals and priorities via these plans.
New recruits understand what type of mindset they need to succeed at the organization right from the start.
Plus, a good 30-60-90-day plan will not just reflect the enterprise or the team’s goals. It will also cover the new recruit’s individual goals of career growth and progression. So, what is a good 30-60-90-day plan? Let’s explore.
Example of a Good 30-60-90-Day Plan
David Gee is Credit Union Australia Limited’s chief investment officer. He is one of the most celebrated chief information officers (CIO) in the world. In his first 90 days at Credit Union Australia Limited, he wrote about his 30-60-90-day plan. Here’s the link to the original article by David Gee.
Here’s a brief description of his 30-60-90-day plan –
- Initial Plan:
David Gee set a clear agenda for his new role at the firm. In his first few days, he had to step away from his original agenda. The unexpectedly high volume of activity at the firm took him by surprise. - Readjusted Plan:
According to Gee, he learned quickly that meetings and social events were taking up too much of his time. He needed to clarify where he needed to focus his time and energy. - The 30-60-90-Day Plan:
David Gee created a 30-60-90-day plan. He laid it out as a chart. There were three headers at the top of this chart/plan titled – “Technology,” “People,” and “Process.” - 90-Day Goals:
For his first 90 days at the firm, David Gee clarified his top priorities. In his plan, he asked himself what success looks like for the new CIO at a major firm.
He used the experiences he had in the first few weeks to re-learn the expectations his employers had for him. He also conducted a stakeholder analysis to identify the key players in the organization. - Feedback:
David Gee’s 30-60-90-day plan was open to feedback.
In the first days at the office, he clarified that feedback is welcome to every individual in his team.
Gee’s 30-60-90-day plan gave him a clear structure for success.
It was also detailed to make him concentrate on the right things at the right time. Not every new employee can create his/her own 30-60-90-day plan like David Gee.
That’s where their supervisors should step in.
Giving new recruits actionable 30-60-90-day plans can help them find consistency in the busyness of day-to-day business operations.
How Do You Write a 30-60-90-Day Plan for a New Manager?
Every new recruit will affirm that the first weeks on the job are the most challenging. This onboarding process is also challenging for new managers.
At the managerial level, adapting to a new role is way more complicated.
Managers don’t just have to understand the technical aspects of their jobs. They also have to learn the company culture, workforce rituals, and other small details.
That’s why using the tried-and-tested 30-60-90-day plan makes the most sense in these situations.
There are two ways to create 30-60-90-day plans –
- The HR department of the company gives the recruit a template 30-60-90-day plan. The recruit may also receive examples of previous plans followed by other employees. The newly hired manager’s immediate supervisor may help him/her fill up the template.
- The new manager can create a 30-60-90-day plan of their own. Create the plan, show it to a supervisor, and ask for their input and assurances.
Different managers take different approaches to create 30-60-90-day plans.
These plans consist of three sections –
- The first month at the job (the first 30 days)
- The second month at the job (the first 60 days)
- The third month at the job (90 days of employment)
If you’re a new manager, here’s how you can formulate a three-section 30-60-90-day plan –
Section I: The First Month at the Job
The first month at the job should be spent learning the basics of the role.
New managers must focus on obtaining as much information about the firm’s values, day-to-day operations, and staff as possible.
Here are some basic tasks the first 30-day section of a new manager’s 30-60-90-day plan should feature –
- Complete the onboarding process. From clarifying your insurance details with the firm to understanding your basic work benefits. The first task of every new manager is to get a firm grasp over the company’s basic policies.
- Learn how to operate tools and technologies used at the company.
- Get to know every team member. Analyze every individual’s job description. Set up one-on-one meetings to understand their expected duties, preferred work styles, and the key challenges of their positions.
- Conduct one or multiple team meetings to discuss important issues, and short-term plans.
- Spend time away from your cabin evaluating the mood of the company. Understand the company culture. Engage with other managers from other departments. Navigate the new company with their assistance.
In the first thirty days, gain a clear understanding of the company’s key performance metrics and primary clients. Use these details to understand what productivity figures and KPIs you need to meet.
At the end of the month, get feedback from your supervisor on your performance.
Section II: The Second Month at the Job
By the second month, new managers feel rather comfortable at their jobs. Of course, learning never stops. But they have a clear idea of the company’s day-to-day operations.
Now’s the perfect time for new managers to step up their games and contribute more. They can do so by completing tasks like –
- Discovering new problems and creating plans to fix them with the help of subordinates.
- Crunch the firm’s numbers and performance metrics to reallocate department budgets.
- Get team members accustomed to new routines and agendas.
- Give challenges to team members.
- Recognize and appreciate the team’s main performers.
Section III: The Third Month at the Job
Now that new managers know their companies and their members in and out, it’s time for them to display leadership. They should display their leadership skills to upper management by –
- Hiring, recruiting or terminating employees.
- Launch large-scale, long-term plans.
- Hold multiple staff meetings as per the previously established schedules.
- Keep hosting one-on-one meetings with individual staff members.
At the end of your 30-60-90-day plan, provide a summary of your accomplishments to your immediate supervisors. If the plan worked as intended, their feedback is likely to be very positive!
Example of 30-60-90 day plan
The template below is one of the most comprehensive plans used by managers and team leaders:
| Name of manager/team leader: ________________________ Job Title: ________________________ Department: ________________________ 30 Days [Start and end date of the first 30 days] Primer: This serves as an outline of the first month of work. What will the manager learn during this period? Steps to achieve the goal: 60 Days [Start and end date of the second 30 days] Primer: This serves as an outline of the second month of work. What will the manager contribute during this period? Steps to achieve the goal: 90 Days [Start and end date of the third 30 days] Primer: This serves as an outline of the third month of work. How will the manager contribute to their subordinates during this period? Steps to achieve the goal: |
Below is an example of the filled-in template above:
| Name of manager/team leader: Ethan Lee Job Title: Ship Captain Department: Port Operations Team 30 Days [June 2 – July 2, 2022] Primer: This serves as an outline of the first month of work. During this period, I will get to know my subordinates. I can also build connections and good relationships with them. In this period, I will also identify the strengths and weaknesses of every member and the team itself. Steps to achieve the goal: • Call for a meeting with the team to have a proper introduction. • Start conversations with the members to build rapport. • Observe every subordinate’s interactions with each other. • Know the strengths and weaknesses of every subordinate.• Must have a one-on-one talk with the team members every end of the week. • Test the work performance of the team members every end of the week. 60 Days [Start and end date of the second 30 days] Primer: This serves as an outline of the second month of work after knowing their skills. During the second month of the plan, I will introduce new attributes to them. Steps to achieve the goal: • Share my own skills when it comes to communication. • Share my own skills in time management. • Share my own skills in operating the port by showing actions of work. • Have my subordinates check me also every end of the week in order for them to observe me while working. That way, I will be able to show them my working skills. • Observe how attentive my subordinates are to my working style. 90 Days [Start and end date of the third 30 days] Primer: This serves as an outline of the third month of work. For the third and last phase of the plan, I will help the team improve its efficiency in budgeting. I will also help them achieve their goals of stepping up from their current positions. Steps to achieve the goals: • Learn how the team utilizes its funds.• Make suggestions on the improvement of the funds’ efficiency• Prepare a financial plan if there are gaps in the allocation of funds.• I will make a training program that would guide and steer them into responsibilities.• Assist the subordinates in achieving their goals, especially when it comes to promotions.• Impart knowledge to the subordinates. Incline it with their skills in port operations. |
In conclusion, the plan should include goals for every phase. Your strategy’s goal is to assist you in settling in your new position. It must also serve as a springboard for further advancement. The plan must direct you through your work’s learning development. Furthermore, the plan must challenge you to actually live up to your capabilities and increase your criteria for success at every level.