30-60-90 DAY ACTION PLAN

PRESENTED BY: RAVINDER TULSIANI

TIMELINE

30 Learn 60 Assess 90 Optimize

3P PRINCIPLES

PEOPLE PROCESS PRODUCT

• Who are the stakeholders? • How we go through the end- • What are the final training
• What people we have in the to-end process product outputs?
team? • What are the inefficiencies? • Quality control
• What are their strengths and • Etc… • Consistency
weaknesses? • Etc…
• Key Performance Indicators
• Etc…
STRATEGIES TO GET BUY-IN FROM SME’S

 Articulate, Align & Acknowledge

 Employees need to feel that you trust, value and believe in them. This is especially true when you have
established employees. They provide tremendous insight and value to the organization, however,
there is always room for improvement. Look at what they are doing well and acknowledge their value.
 Solicit ways to improve (some of the best improvement ideas come from established employees).
Most importantly, layout the team vision and be transparent on implementing improvement process
(what suggestions are being implemented and what will not and why). Once they learn that I value
and implement their ideas and am transparent in the process, gaining buy-in typically becomes
automatic.
 Best method for ensuring their commitment is to discuss the cause of any inefficiencies and
brainstorm suggestions and select the best solution as a team and then give them ownership to make
it happen.
INFLUENCING TACTICS TO ACCOMPLISH OBJECTIVES &
DELIVERABLES

 Communicate, Involve, Motivate, Incentivize & Hold Accountable

 Establish and communicate the team objective that is aligned with the overall company objective.
Engage team members in frequent performance assessments and development discussions. Gain
commitment and hold team members accountable for the follow-through.
KEY SUCCESS FACTORS

 Level of commitment to achieving the common objective

 Level of satisfaction from being part of and working with the team
 How well the team members work together in an integrated way and leverage each other’s strengths
 Capability of team members to solve their own problems
 How close they are to meeting their individual/team KPIs
 Quality of the training output
ADJUSTMENTS TO BE SUCCESSFUL IN THE NEW ROLE

 Learning the organizational culture and how I can quickly align to it.
ACTION PLAN - SUMMARY

 30-60-90 day action plan focuses on people, process and product (3Ps). During the first 30 days, my core
focus is on understanding the 3Ps. During the 60 days, my focus is to assess how well we are doing.
During the 90 days, the objective is to identify ways to optimize and schedule implementation.
30 DAYS – FOCUS: UNDERSTAND

PEOPLE
 Meet with one-up (expectations, style, feedback)
 Solicit feedback from departing manager (person I am replacing – if applicable)
 Familiarize myself with team culture
 Connect with internal, external partners and stakeholders (identify influencers)
 Connect with cross-functional departments
 Connect with key client groups
 Learn KPI's for individual team members / past performance
 Learn and understand current employee recognition and any incentive programs.
30 DAYS – FOCUS: UNDERSTAND (CONT~)

PROCESS
 Learn existing learning program cycle (needs assessment, establishing scope, curriculum design,
development, implementation and assessment)
 Learn the numbers (how many service and supports requests are received/processed in a given
timeframe, budget constraints, resources available, quality management process
 Learn the operational process and how procedural changes are managed/communicated.
 Learn how the team currently stays current on industry changes and regulatory changes.
 Learn best practices within the department and cross-functionally
 Understand current communication modes, methods and protocols within the team / organization
30 DAYS – FOCUS: UNDERSTAND (CONT~)

PRODUCT
 Collaborate with business units around overall learning requirements
 Learn current SOPs in place to standardize level of knowledge and product quality output
 Learn training evaluation strategies currently used to measure effectiveness of training solutions
 Review existing training programs
 Learn key products and services
60 DAYS – FOCUS: ASSESS

PEOPLE
 Assess individual and team’s knowledge and skills to identify learning gaps
 Review history and current KPIs against established goals.
 Review history and current absenteeism and attrition numbers.
 One-on-one with each team member
60 DAYS – FOCUS: ASSESS (CONT~)

PROCESS
 Determine outdated SOPs and schedule updates as necessary
 Compare intentions vs. execution
 Look at ways to improve processes and procedures while maintaining a fun and positive work
environment.
60 DAYS – FOCUS: ASSESS (CONT~)

PRODUCT
 Identify current challenges, seek quick improvement wins
 Identify morale hot spots
 Potential team opportunities and performance issues
 Identify individual motivators
 Develop coaching and mentoring strategy
 Perform department SWOT (Strengths, Weaknesses, Opportunities and Threats)
90 DAYS – FOCUS: OPTIMIZE

** The focus of this timeframe will be largely driven by the above assessment process.
PEOPLE
 Execute 1:1s with direct reports reviewing past/present performance, career path, motivation, morale,
goal setting.
 Align expectations to desired output
 Adopt a performance strategy, enforce discipline and build support system
 Delivering timely feedback
90 DAYS – FOCUS: OPTIMIZE (CONT~)

PROCESS
 Identify and communicate opportunities for continuous improvement, training and operational
excellence.
 Use six sigma and lean principles to identify and schedule process improvements.
90 DAYS – FOCUS: OPTIMIZE (CONT~)

PRODUCT
 Depends on the output and the improvements identified
THANK YOU!

 Focus on People, Process and Product throughout the 90 days with the objective to learn, assess and
optimize.
 Questions?