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• 21 Apr 2022

Tackle the First 90 Days of Your Next Role: A 5 Step Process for Success on the Job

Congratulations! After months of networking, interviewing, and sending out resumes, you’ve landed your next role. This is a huge accomplishment!

Celebrate, rest, relax and show your gratitude to the people who helped you achieve this goal.

Then, as day one in your new role draws near, make sure you have everything you need to succeed by following HBS Career Coach Matt Spielman’s five steps to success on the job in the first 90 days.

Why the First 90 Days Matters

In his work educating companies about successful onboarding , Spielman notes the importance of the first 90 days for employees and their employers. “Research suggests that an employee’s first 90 days will in large part determine his or her performance, longevity, and contribution to the company,” he shares.

Therefore, a successful onboarding program designed and executed by the company alongside an intentional plan designed and executed by the employee is critical. This joint process establishes and strengthens relationships, conveys transparency, and ultimately mitigates risk and maximizes success.

“For the employer, key elements of a successful onboarding process include introducing new hires to key stakeholders, setting employees up for success by designing an internal interview guide for conversations, and creating a 90-day plan laid out in three 30-day increments to meet key objectives and goals,” explains Spielman.

The important thing to remember as a new employee – you will not be executing on 90 days’ worth of goals on day one.

“As an employee feeling the pressure that accompanies a hard-won job, you will want to make a positive first impression,” Spielman says. “The natural reaction in many instances is to jump right in but as Jeff Olson said, ‘Sometimes you need to slow down to go fast.’”

Step 1: Detail What, Why, and How

Step 1 in the “slow down to go fast” five-step process is to detail the first 90 days by communicating openly with your manager about:

• What you plan to do to learn your new role and contribute
• Why you are structuring your approach in this way
• How you will execute this plan to make progress

To guide this conversation and keep you focused, break out your first 90 days into a three-segment action plan like the one outlined here . Segments one and two will be dedicated to accelerating your learning and beginning to contribute to the conversation. Segment three (days 61 through 90) will be further detailed as you meet stakeholders and conduct interviews.

Note the importance of quantifying output of each segment and scheduling check ins to manage expectations and maintain open lines of communication.

Step 2: Identify Stakeholders

After laying out your objectives for the first 90 days, the next step is to identify the stakeholders you should meet and interview. The conversations you have as a new employee may be an extension of what you learned during the interview process or provide completely new and highly valuable information.

Identify with your manager who you will be interacting with on a regular basis in your new role and who else within the company you should connect with to gain their insights or to prepare for future collaboration. Then craft your questions for these conversations using the 90-Day Interview Guide.

Sample questions include:

• What is our company’s greatest strength(s)?
• What’s the one thing we’re not doing today to accelerate growth (of revenue, customers, product, service, etc.) but should?
• What would need to happen for the organization to seize the potential of these opportunities?
• What are the biggest challenges the organization is facing (or will face) in the near future?

Step 3: Conduct Interviews

Next, set up your 30-45 minute stakeholder meetings where you’ll have an opportunity to build relationships, learn, and capture important information that will make you successful in your new role.

To make the most of these meetings, determine what method you will use to capture information (i.e. typed or handwritten notes, recorded Zoom meetings, transcriptions) so that you have an organized way to refer back to what you’ve learned and be ready to synthesize in Step 4.

Step 4: Synthesize (and Share?)

Notes in hand, in Step 4 you will be identifying key themes – both from what you did hear and what you didn’t hear in your stakeholder interviews. Were there any inconsistencies you noticed that might require clarification?

From all of the data collected, you will then be able to conduct a SWOT analysis for the company, specifically related to how that will impact the imperatives for your new role.

What you share and when will be up to your discretion. Unless you have significant concerns about the finding, best practice has been to share an anonymized summary of your interviews. “You can provide almost instant value – and make a positive first impression - by offering the insights gleaned during the onboarding process. The company can benefit from your fresh eyes and new perspective.”

Step 5: Build, Share, Work the Plan

Lastly, informed by your job description, job interviews, experiences, and data from the five-step process, you can write out clear goals.

What four goals (approximately) should you plan to achieve and in what time horizon?

To ensure that you are setting the right goals in this process, follow the ACHIEVE model: Action-Oriented, Consequential, Hard not Herculean, Integrated, Explicit, Visualized, and Endpoint-focused. Understanding the meaning and the consequence – the why – behind a goal dramatically increases the chances of it being achieved. Spielman, who designed the ACHIEVE model, states “When we add in the “V,” for the visual representation of the goal, we tap into the power of visualization that athletes have been using for decades.”

Furthermore, when sharing your goals, make sure they are supported by defined action items to will work in service of those goals, as well as a clear articulation as to why these goals are important. Incorporating these elements, along with a deadline for each aim, will turn your list of goals into a clear action plan that you can communicate to others and begin executing on in service of your new company.

More Resources

For more on navigating the first ninety days, check out the resources below:

• Inflection Points: How to Work and Live with Purpose
• “All Aboard!” Five Steps to Ensure New Employees Soar
• The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter

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• Career Journeys | Laura Romaine
• Career Journeys | Laetitia Tiani Vessah
• Career Journeys | John Guzek

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The First 90 Days: Critical Success Strategies for New Leaders at All Levels Hardcover – September 18, 2003

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• Print length 253 pages
• Language English
• Publisher Harvard Business School Press
• Publication date September 18, 2003
• Dimensions 6 x 1 x 8.75 inches
• ISBN-10 1591391105
• ISBN-13 978-1591391104
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• Publisher ‏ : ‎ Harvard Business School Press (September 18, 2003)
• Language ‏ : ‎ English
• Hardcover ‏ : ‎ 253 pages
• ISBN-10 ‏ : ‎ 1591391105
• ISBN-13 ‏ : ‎ 978-1591391104
• Item Weight ‏ : ‎ 15.2 ounces
• Dimensions ‏ : ‎ 6 x 1 x 8.75 inches
• #328 in Job Hunting & Career Guides
• #1,218 in Business Management (Books)
• #1,737 in Leadership & Motivation

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About the author

Michael watkins.

Michael Watkins coaches C-level executives of global organizations and is founder of Genesis Advisers (www.genesisadvisers.com), a global leadership development consultancy specializing in transition acceleration for leaders, teams and organizations. He is also Professor of Leadership and Organizational Change at the IMD Business School where he teaches a popular Virtual First 90 Days Open Program for leaders in transition (www.imd.org/f90d). He has spent the last two decades working with executives - both corporate and public – to help them craft their legacies as leaders and is ranked among the leading management thinkers globally by Thinkers50 (2019).

Watkins is author of the international bestseller The First 90 Days Updated and Expanded: Proven Strategies for Getting Up to Speed Faster and Smarter, aptly dubbed “The Onboarding Bible” by The Economist. With over a million copies sold in English and translations in 24 languages, The First 90 Days is the classic reference for leaders in transition and a standard learning and development resource for executive onboarding. Amazon named it one of its top 100 business books of all time.

Prior to joining IMD, Watkins was a member of faculty at INSEAD, Harvard Business School and the Kennedy School of Government at Harvard University, where he designed and taught world-class programs for high-potential leader development, corporate diplomacy, and strategic negotiation.

You can find Michael:

On LinkedIn (www.linkedin/in/michaeldwatkins)

On Twitter (@MichaelDWatkins)

You can follow The First 90 Days:

First 90 Days Facebook Page (www.facebook.com/thefirst90days)

First 90 Days YouTube Channel (www.youtube.com/first90days)

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Rapid Transformation: A 90-day Plan for Fast and Effective Change

By: Behnam Tabrizi

Profound organizational transformation takes years and in most cases is unsuccessful, right? Not according to change expert Behnam Tabrizi. In "Rapid Transformation: A 90-Day Plan for Fast and…

• Length: 336 page(s)
• Publication Date: Nov 20, 2007
• Discipline: Organizational Behavior
• Product #: 1889-PDF-ENG

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Profound organizational transformation takes years and in most cases is unsuccessful, right? Not according to change expert Behnam Tabrizi. In "Rapid Transformation: A 90-Day Plan for Fast and Effective Change," Tabrizi shows you how to accomplish successful transformational change in your firm in just 90 days. Based on 10 years of research into more than 500 leading companies, including 3M, IBM, GE, Nissan, Apple, Bay Networks, Verisign, HP, and Best Buy, this book demystifies fast, effective change and lays out a clear roadmap for achieving it. Tabrizi's 90-day transformational model comprises three main phases, each lasting 30 days. The model enables you to analyze your company's specific challenge, develop a new course of action, and carry out the plan. Moreover, you apply the model in parallel with the normal workings of your organization so you don't have to put your company on hold for the sake of the change effort. With its detailed recipe and insightful stories from actual corporate reinventions, this book defies long-held assumptions about change and provides a practical and immediately actionable guide.

Nov 20, 2007

Discipline:

Organizational Behavior

Harvard Business Press Books

1889-PDF-ENG

336 page(s)

Organizational Development

Rapid Transformation: A 90-day Plan for Fast and Effective Change

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Rapid Transformation: A 90-day Plan for Fast and Effective Change ^ 1889

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Product Description

Publication Date: November 20, 2007

Profound organizational transformation takes years and in most cases is unsuccessful, right? Not according to change expert Behnam Tabrizi. In "Rapid Transformation: A 90-Day Plan for Fast and Effective Change," Tabrizi shows you how to accomplish successful transformational change in your firm in just 90 days. Based on 10 years of research into more than 500 leading companies, including 3M, IBM, GE, Nissan, Apple, Bay Networks, Verisign, HP, and Best Buy, this book demystifies fast, effective change and lays out a clear roadmap for achieving it. Tabrizi's 90-day transformational model comprises three main phases, each lasting 30 days. The model enables you to analyze your company's specific challenge, develop a new course of action, and carry out the plan. Moreover, you apply the model in parallel with the normal workings of your organization so you don't have to put your company on hold for the sake of the change effort. With its detailed recipe and insightful stories from actual corporate reinventions, this book defies long-held assumptions about change and provides a practical and immediately actionable guide.

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Human resources department.

• Your First 90 Days

Orientation and Review (O & R) Period

When a hiring manager makes a job offer and a job applicant accepts one, each of them does so with expectations about each other and about the job—but with no way of knowing whether their expectations are correct.  For this reason, the first 90 days (and in some cases, longer) is an orientation and review (O & R) period, sometimes referred to as the probationary period.

Staff members covered by the O & R Period:

• All exempt and non-union, non-exempt new hires and transfers*
• Harvard Union of Clerical and Technical Workers (HUCTW) staff who are new to Harvard or have any break in service**

* If a person is hired in a temporary or less than half-time position and that position is later converted into a regular benefited job of the same role, without an interruption in service, the applicable O & R Period will include prior credit for temporary or less than half-time service in that position. The new staff member would still be required to successfully complete the applicable O & R Period from the prior service credit date. ** If an HUCTW member transfers into another HUCTW position they are not subject to a new O & R Period but they must be in his/her current position for at least six months on the regular payroll and meeting current job standards to be eligible to transfer.

What the O & R Period means for you:

During this time, both you and your manager should consider and evaluate the suitability of your placement.  This period is a time for you to communicate with each other frequently regarding performance expectations.  If it appears that the placement is not suitable for any reason, either party may terminate the relationship, without needing to use Harvard's dispute resolution process.

Although Paid Time Off (vacation, personal and sick days) begins to accrue immediately upon hire, you are not eligible to take vacation or personal days during the orientation and review period except with the prior approval of your supervisor.  Sick pay is accrued at the rate of one day per month of completed service and may be used once accrued.

• Harvard Staff Resources
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• Before Your First Day
• Your First Week
• After Your First Week
• New Staff Checklist
• Performance Management
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• Leaves of Absence
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The 90-Day Review Template to Keep Your Business on Track

• What is a 90-day review?
• Why is it important for your business?
• The importance of a 90-day review template
• 90-day review template 
• Conclusion: 90-Day Review Template

A 90-Day review template can help you understand the employee experience in the first 90 days. Employee attrition is a major challenge for business owners. It costs an average of 33% of an employee’s annual salary to have people leave and even more to hire a new person. Plus, the process is very time-consuming. Therefore, the priority is always to retain existing employees. The first step for employee retention is to know your employees. ‍

The 90-Day review is held at the end of the employee’s three months on the job. This is the time that new hires spend getting accustomed to the company's way of working. The review is used to evaluate the process and give feedback to individual employees. ‍

Conducting review meetings might be challenging. There is a lot of preparation involved for the meeting to flow smoothly. The 90-Day review template will save you all the preparation time and focus on the conversation. ‍

Keep reading to learn more!

A 90-day review is a meeting between a manager and a new employee who has just completed 90 days with the company. The purpose is to align and review the professional job requirements. The following issues are usually addressed: 

• Role clarity
• Company culture
• Onboarding experience
• Employee's performance and improvement
• Goal setting and alignment
• Training, tools and resources

Most companies conduct annual performance reviews. However, research shows that 92% of employees want feedback more often than just once a year.Having a better understanding of your new staff member early on would be more beneficial than having to wait a year to evaluate employee performance. ‍

A 90-day review meeting is the best time frame for both the employer and employee to become familiar with each other. Establishing an ongoing feedback loop after the 90-day review meeting can ensure that the information is provided more frequently.  ‍

According to Harvard Business Review, 30% of job seekers leave their job within 90 days of joining. The 90-day review can promote engagement and earn the employee’s loyalty. ‍

90-day review can help review and improve:

• Job role expectations
• Employee Performance 
• Onboarding Experience 
• Employee-Manager Relationship

Get started with templates and save time.

High response

Job role expectations: Only about half of the employees strongly agree that they know what is expected of them at work. This can cause a lot of miscommunication between the employer and the employee.

During the 90-day review, you can review the job's responsibilities to ensure there is no confusion. Additionally, you can include specific KPIs for the role and check whether employees have a hard time meeting them. If so, go over strategies that can help improve work. ‍

Employee Performance: 90 days is enough time for employees to show concrete results that you need to evaluate together. First, discuss the employee’s strengths that helped them achieve those results. Afterward, look at areas for improvement and provide guidance on how to keep growing professionally. 

This will give employees a clear idea of where they need to put more effort promptly. Most importantly, they will not be discouraged by your feedback, but will be motivated to keep learning and improving.  ‍

Onboarding Experience: Onboarding is the first process an employee goes through after joining a company. This experience is supposed to be smooth and informative so that the employee feels confident about starting with their role.

During the 90 days review, you can reflect on the process and understand what went well and what could have been better. This will help in improving the onboarding experience for future employees. ‍

Employee-Manager Relationship: “ People do not quit jobs but their bosses” is a common saying in the corporate world. A study revealed that 50% of over 7000 employees surveyed left their jobs to get away from their manager.

However, it doesn’t have to be this way. A 90-day review is a good chance for managers and employees to connect and get to know each other better. This review needs to be interactive and allow employees to share their concerns, insights and questions. Addressing these will help strengthen employee-manager relationships. 

Holding a 90-day review can be challenging without a proper structure. It is easy to get lost in conversation and miss out on important points, such as identifying growth areas or answering employee questions. Luckily, you can rely on a 90-day review template to help with this.

Some of the biggest benefits of using a template include:

• Structured conversations
• Reduced preparation time
• Easily customizable
• Build a solid plan

Structured Conversations: Review meetings need a well-structured agenda. Otherwise, the conversations can go way out of scope and end up discussing irrelevant topics. Plus, it may be hard to cover everything in a limited time-frame without a solid plan. 90-day review templates can prompt and guide the discussion with relevant questions.

Reduced preparation time: It is a tiresome task to prepare discussion pointers every time before a review meeting. A template can save preparation time and allow you to focus on individual items for each employee.

Easily Customizable: You should view templates as a strong yet flexible framework for your 90-day performance review. This means you can easily customize it based on your business needs. A quality template can also inspire you to add questions you otherwise would have missed. 

Build a solid plan: Once you've reviewed the various aspects of the 90-day review meeting, you should make a plan to achieve future KPIs. The 90-day performance review template includes a goal-setting section with a timeline to follow up on tasks.  

• 30, 60, 90 Day Plan: A Simple Guide to Help You Reach Your Goals
• How to evaluate your employees: 360 degree feedback example
• How To Conduct a Software Engineer Performance Review

To save you the hassle of surfing the internet for hours, we have built the best usable 90-day review template. ‍

The template is divided into 3 categories.

• Self Review
• Manager Review
• Goal setting

Self Review: This section is to be filled by the employee. The questions in this section are designed for the employees to assess themselves on certain parameters.

• Are you happy with your job role? Do you miss anything from your previous role?
• Do you have all the tools and resources required to excel at work? Do you need any additional training?
• What projects are you enjoying the most within your position? What are your career goals?
• Are you comfortable working with your team? Do you ask for help? Do they help when you are stuck?
• What are our company's best and worst experiences in the last 90 days

Manager Review: The manager is supposed to fill this section and discuss the same with the employee.

• Is the employee skilled enough to do the job? What skills are they good at? 
• How have they excelled in the last 90 days?
• Do they take ownership and adhere to deadlines?
• What are the areas of improvement?
• Overall Performance Rating. Describe in detail why you chose to give that rating.

Goal Setting: These goals should align with the personal goals of the employee and business goals. There should be specific action items for every goal along with a timeline. The progress of these goals should be measured over time.

You can download the complete template here .

With the increase in attrition rates in the last couple of years, companies have started focusing on employee retention. New employees look for continuous feedback from their managers. This helps them gain confidence and gives clarity on what to do next. Conducting review meetings at regular intervals can build trust. ‍

The 90-day review templates help you conduct these meetings with ease. All you need to do is fill in the answers to the questions in the template. 

FAQ What is a 90-day review? 

A 90-day review is a performance appraisal process held after an employee spends at least three months on the job. In such a case, a 90 review meeting is often conducted as a one-on-one between a manager or a supervisor and an employee who just recently came to the company. 

How to conduct a 90-day performance review?

To conduct a 90-day review, you need to undergo five different steps:

• Determine the goals of the review
• Schedule a review and notify an employee being reviewed in advance
• Write down a one-page 90-day review with all the related questions
• Conduct a 90 review and ask all the questions
• Write feedback based on the answers and make certain to have a follow-up

How to write a 90-day review?

In short, to write a 90-day review you must know the review's objectives when it will be held, and what you want to achieve or accomplish. The key part of the 90 -day review is all about asking the right questions. Besides, remember that during the review, you need to ask an employee for their take on what you just discussed. 

How to prepare for a 90-day review?

To prepare a 90-day review, follow these steps:

• Gather all specific data about employee’s performance
• Prepare the logistics (meeting place, time and date, necessary tools, etc)
• Notify the employee on time and provide certain points to think about 
• Define the goal of the review and make sure your feedback is straightforward yet motivational
• Plan for some time to hear back from the employee and discuss potential concerns