30/60/90 Day Plan for HR and Systems Manager

Week
Week 11 30 Days
30 Days 60 Days
Days 9090Days
Days Other
Other

Orientation
Set up my workspace, confirm roles,
responsibilities and expectations.
Column1
Set up recurring performance review
meeting with my manager.
Meet, Learn & Understand Strategy & Planning Add Value Additional tasks
Get up to speed, take charge of my clients Grow my influence, develop strategy and Build momentum that will sustain me for Miscellaneous activities that need to be
and establish credibility. secure small wins. the next 3 months. completed.
Handover and knowledge transfer with Conduct SWOT/Situational analysis Provide feedback on any best practice TRAINING: Crush Your First 90 Days: The Account Mana
previous Account Manager (product/competitive/environmental) for insights I've gained to improve processes
clients. (though avoid re-inventing the wheel).

Review organisational structure and Introduction to internal stakeholders Evaluate profitability (e.g. cost of Meet with mutual suppliers to discuss REVIEW: Visit resources in The KAM
reporting lines. (Account Management, Operations, transaction) and opportunities to improve opportunities for joint vendor strategies. Club for relevant templates, guides and
Supplier Relations, Product & Marketing, (e.g. modify service configuration, FTE, training
Activities

Business Development, Technology). online, refine processes, reprice).

Review position description and Meet with internal subject matter experts Identify growth opportunities – both Establish reporting on performance to Design : The First 90 Days: Proven Strategies for Getting U
responsibilities. for deeper understanding of organisation, product and volume (new acquisitions, demonstrate progress towards targets
products and processes etc. increased sales activity, share of wallet).

Confirm performance targets and how
they will be measured.
Meet with my manager to understand
their roles and responsibilities.
Conduct contract audits to ensure all
terms and conditions implemented and
being met such as volume, pricing,
services, SLA's, KPIs, billing).
Review KPI/SLA measurement and
reporting (internal/external versions) for
opportunities to improve reliability and
measurability (e.g. email monitoring,
accuracy, response times).
Design: The New Leader's 100-Day
Action Plan: How to Take Charge, Build
or Merge Your Team, and Get Immediate
Results

Equipment (laptop, phone, headset) and Add already scheduled internal and Review competitive intelligence (does it Evaluate Business reviews for
Activities

stationery received.
System logins received, activated and
correct level of access.
external meetings to my calendar.
Send email communication to clients
regarding appointment (profile, contact
details, introduction plan).
exist, how is it collected and shared?) improvements to ensure insights and
recommendations deliver to value.
Create relationship maps to identify Explore new opportunities to engage with
decision makers, influencers and budget clients (think tanks, entertainment,
holders for each client. product trials, satisfaction surveys, gap
analysis etc.) to strengthen relationships
and value-added sales.

Test remote/VPN access.
Setup email signature.
tivities
Record a 60 second video "about me" Assess relationship strength (good, Define short and medium term goals and
introduction and add a link to the video to neutral, bad). share with my manager for input and
your email signature. support
Make introductory calls to key client Identify gaps and find out who you need Keep leaders informed about my teams
contacts. to know but don't activities and successes.
 Setup voice mail on landline and cell Training on proprietary systems (CRM Create capture plans to renew all clients Evaluate knowledge and performance
Activities phone. tools, Databases, Intranet, Expense with contracts expiring within the next 15 gaps. Seek coaching and mentoring
management, Online Booking Tools etc.) months. strategies to address (e.g. independent
study, partnering with subject matter
experts, colleagues).

Upload headshot photo to global
directory, intranet, Office 365 etc.
Review policies and procedures(e.g.
communications, health & safety,
confidentiality, environmental, security,
business continuity etc.)
Create account plans that are aligned with
my clients business goals (e.g. cost
avoidance, cost reduction, satisfaction,
efficiency, quality) and our organisational
goals (e.g. retention and growth).
Evaluate business line performance
against KPI’s as well as other areas such
as strength of goals, rate of change,
morale, motivation, quality, performance
etc. Create a plan to address.

Review available reporting on service Create engagement plans to connect and Create plan to build relationships with
level agreements, key performance develop relationships with key contacts. internal stakeholders to understand their
indicators, uptime, CSAT/NPS etc. Prioritise those with high influence who challenges and needs and identify how we
Activities

have a negative opinions about your can help them (and they us).
organisation or solution.

Review performance management data of Create Get Well plans to secure clients at Reflect on past 90 days and refine plan
direct reports for previous year(s). risk of defection due to service, product for the next 90 days.
or technology issues.

Confirm business review production and

presentation cycle.
Understand current business line
performance (strengths and weaknesses)
from leaders, colleagues and direct
reports.
Activities

Align and prioritise current activities with

business priorities
Review any new implementations
underway to ensure they are on track and
clarify what your role is?
Review any current tenders/RFP for
existing and prospective clients and ask
how you can assist to help close?

Categorise and prioritise clients according

to risk (commercial and/or operational).
Focus immediately on any at market (to
ensure RFP on track) or at high risk (to
ensure effective recovery plans in place).
Activities

Research clients: relationship strength,

meeting history, contracts, satisfaction.

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 Define goals
30 Day Outcomes 60 Day Outcomes 90 Day Outcomes Reflection
Each month commit to five SMART
Get up to speed, take charge of your Grow your influence, develop your Build momentum that will sustain you for At the end of each 30 days write your
(Specific, Measurable, Attainable,
clients and establish credibility. strategy and secure small wins. the next 3 months. observations about your progress.
Column1 Relevant and Timebound) goals
Learning goals. Actions that will address
the skill and knowledge gap.

People goals. Steps to grow and engage

internal and external networks.
Milestone Goals

Performance goals. Improvements
related to current duties and aligned with
overall company goals.

Client goals. Activities that will get my

clients closer to their business goals.

Personal goals. Traits and Attributes

that will help me become a better version
of myself.

Page 3 of 4
Create a set of questions you’d like to know the answer to and ask the same set of questions of everyone. You’ll
get a much better sense of what’s going on if you do.
Customise these depending on who you’re talking to (for example, sales will have more competitor insights than
operations).
All you need to do is listen and reflect on what you’ve learned. Think about who has influence and which relationships
you need to nurture to build alliances that will help you later.

How the organisation has performed.

Have goals been achieved? Why or why not?
What changes have happened, why, and who was involved?
What’s the company’s vision, and is it on track?
Who has influence?
What processes do you need to know?
Are there any issues you should know about or things to avoid?
What challenges is the organisation facing, and how is it preparing for them?
If you could wave a wand and fix one thing – what would it be?
What’s the best thing about the organisation?
What’s something you think needs to change?
What are your priorities right now?
If you were me, where do you think I should focus?