100 Day Plan as new HR Manager

Congrats on your new role Kaz!

I think the short answer to your ask is that there is no best or standard template to creating your onboarding plan. In addition to the resources suggested here, here are my thoughts...

We must remember HR (at any seniority) coming into a new role/ organisation, we are a new hire too and we still require the same orientation as anyone else in other functions! I sense and in fact experienced firsthand where colleagues/ managers/ leaders assume we can just "plug and play", especially if you held a similar capacity in the past. I'm sure it is true in some cases or when dealing with certain HR responsibilities, but somehow we give people the impression that we would know everything as soon as we start. So my suggestion here is, make sure you receive the same level of resources to orientate yourself as an employee (being the receiver) alongside with your 100 day plan (being the giver).

Another point that I would do is to look at key HR and business cycles e.g. Talent/ performance review, merit/ bonus, benefits review, business activities etc.. You will know that these events must be prioritised if they fall within your 100 days and should there be preparation work prior to key dates, this should help you build a skeleton to your plan. With this in mind, it should also help you to consider who are stakeholders that you should catch up with, to understand who plays what role and how you be collaborating going forward.

Finally, I would also start to list out quick wins and lower priority projects. As you start to settle into the role and organisation, you may discover inefficiency and areas of improvement whether its how your role was performed in the past, HR processes or silos between departments. Some issues you may be able to suggest a solution for right away while some may require more resources or findings over time. You bring a fresh pair of eyes to this organisation. Sharing one of my experience, not long after I joined this organisation as an HRBP, their IT team was constantly escalating (well, complaining) to me that they weren't informed of upcoming new hires and often a new person would show up and laptop/ equipment were unavailable or had to rush setting it up. There was an HR operations team to manage these logistics which they did but somehow there was still a breakdown in communication between the teams. Very quickly I suggested the HR ops to generate a weekly new hire report, sharing the basic info required for IT to set up, this was one of my quick win at the time.

Hope this helps, all the best!

Congrats on your new role Kaz!

I think the short answer to your ask is that there is no best or standard template to creating your onboarding plan. In addition to the resources suggested here, here are my thoughts...

We must remember HR (at any seniority) coming into a new role/ organisation, we are a new hire too and we still require the same orientation as anyone else in other functions! I sense and in fact experienced firsthand where colleagues/ managers/ leaders assume we can just "plug and play", especially if you held a similar capacity in the past. I'm sure it is true in some cases or when dealing with certain HR responsibilities, but somehow we give people the impression that we would know everything as soon as we start. So my suggestion here is, make sure you receive the same level of resources to orientate yourself as an employee (being the receiver) alongside with your 100 day plan (being the giver).

Another point that I would do is to look at key HR and business cycles e.g. Talent/ performance review, merit/ bonus, benefits review, business activities etc.. You will know that these events must be prioritised if they fall within your 100 days and should there be preparation work prior to key dates, this should help you build a skeleton to your plan. With this in mind, it should also help you to consider who are stakeholders that you should catch up with, to understand who plays what role and how you be collaborating going forward.

Finally, I would also start to list out quick wins and lower priority projects. As you start to settle into the role and organisation, you may discover inefficiency and areas of improvement whether its how your role was performed in the past, HR processes or silos between departments. Some issues you may be able to suggest a solution for right away while some may require more resources or findings over time. You bring a fresh pair of eyes to this organisation. Sharing one of my experience, not long after I joined this organisation as an HRBP, their IT team was constantly escalating (well, complaining) to me that they weren't informed of upcoming new hires and often a new person would show up and laptop/ equipment were unavailable or had to rush setting it up. There was an HR operations team to manage these logistics which they did but somehow there was still a breakdown in communication between the teams. Very quickly I suggested the HR ops to generate a weekly new hire report, sharing the basic info required for IT to set up, this was one of my quick win at the time.

Hope this helps, all the best!