<aside> ☝ This guide makes a few assumptions: that you are joining as a holistic HR function leader (both recruiting and people) in an earlier stage organization (likely Series A, B or C). Even if you’re outside of that scope, lessons can still be readily applied.
For related reading, see my ‘Staffing a People Function’ Guide. (This first 90 days plan most readily corresponds to companies in Stage 2 (later end) or Stage 3 companies).
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No doubt, a 90 days guide to HR leadership has been written many times before. This reflects my own take on things, which I hope both bears similarity to other guides out there while also introducing a few new thoughts. (The shape of the wheel has already been invented. But the form is up to your imagination).
During the first 90 days, it can be tempting to jump in to solve every problem you see. Your goals are first to learn and to build trust. Much of what you do in this first 90 days is assessment, not building.
My guide represents an optimistic view. There may very well be fires during your first few months that require urgent attention.
For the first 90 days, your focus should be in these four areas:
Your responsibility is to ensure you’re building the right things and that you do not cause unnecessary friction. That’s why this plan heavily focuses on building knowledge and relationships before ‘diving in’ to the work.
No doubt, your responsibilities (whether they’ve been explicitly assigned or not) will involve a good mix of tactical and strategic work.
There are tactical things that wont (and likely shouldn’t) wait. Be efficient about it. And don’t confuse busy, high level, things for strategy. (More on that here).
Now, let’s explore a high level of the four phases of onboarding as a People leader.
| Phase | Timeframe | What it entails |
|---|---|---|
| Phase One: Build Knowledge | Days 0-45 | A functional understanding of the product, the customer, the competitive landscape and the economics of the business |
| Phase Two: Build Relationships | Days 0-90 | A connection with your fellow leaders, key stakeholders, direct reports and culture champions. |
| Phase Three: Build Assessments | Days 30-60 | A demonstrated understanding of the current state of key areas of the People domains and their relative health for the current stage. |
| Phase Four: Build Plans | Days 61-90 | With the knowledge, assessment and relationships, you have the foundations to start building plans that are going to have the most impact. |
Early on, it can be tempting to build plans to do ‘all the things.’ Do not fall into that trap. You should pick a mix of ‘small rocks’, ‘medium rocks’ and ‘big rocks’ that you can reasonably commit to delivering on. Build momentum in a sustainable way. |
<aside> ☝ All of these come together to build trust A shared sense with stakeholders that you know the business, you know what the current state is and how to improve and that you will partner with and represent people towards shared goals.
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Building an effective HR strategy means having a solid understanding of how the business operates. During the first 90 days, you want to develop a functional understanding of: