100 Day Business Plan Template

I put that question to more than a dozen top people executives, and their answers may help you acclimate effectively into a new leadership role, whether or not you work in HR.Executive onboarding starts to happen during the interview process, especially for an early stage or relatively young company.During your first two weeks on the job, put this together and share with your CEO so they know where you are going to be spending your time.In each of your one-to-ones, bring this back to reference and discuss progress and/or impediments.

Understanding an organization through the lens of its budget will help you understand what the company prioritizes and truly values.–Plan how you’ll get to know the organization and the people.Ask people to help you as part of everyone onboarding you into the company.This will inform your roadmap that shows you’re listening and addressing the themes they shared.–When you are a new executive, you’re often perceived as a fixer.Start a 2-by-2 chart of your ideas for initiatives and those from feedback–with one axis being High or Low impact and the other being Easy or Hard to start.Use this to plan how you’ll prioritize, as it’s different for each organization.–Onboarding for any new CHRO always should be heavily focused on learning, starting by listening to the people in the organization about what’s working, what’s not working, what’s missing, and what’s possible.Demonstrate your insight and judgment, and also your courage.–Gather a blend of branding, executive team perspective, customer, and staff views on culture and perceived organizational capability. Conduct a language audit in parallel–what words and phrases are used among the above stakeholders as a sign or indicator of prevailing beliefs and assumptions.–Collect as much data and insights as possible.Consider launching some type of engagement/employee survey and make it anonymous.Chief human resources officers (CHROs) often arrive with an immediate slate of problems to fix.To do this effectively, they need to understand a range of variables including business models, market positioning, culture (strengths and risks), growth plans, talent, what’s working well, what must be fixed, and more.Coming in with a predetermined playbook, without genuine humility and a curiosity to learn about the company’s history and culture, is never a good idea.–Really listen to people at all levels of the organization and show them you care in your own authentic way.Your role is to truly care about their experience in the company.

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