Everyone, not just the President, could use a 100 Day Plan when taking on a new job or position. A thoughtfully created 100 Day Plan, supported by effective online training, can drive organizational accountability for ensuring new hire success.
Terms like the “100 Day Plan” or the “First 100 Days” conjures up accountability measures for new C-suite executives or newly-elected political leaders. By would should only people like a Fortune 100 CEO or the President of the United States have a “100 Day Plan”?
In addition to standard new employee training, It’s important for every new hire to have a new hire success plan, or a 100 Day Plan, starting at Day 1. Or even Day 0, when possible. Having such a plan indicates that new hire success is taken seriously and accountability will be measured. And accountability should be expected at a personal level, at an organizational level, and at every level in between.
Consider that “research tells us that 4 percent of new employees leave a job after a disastrous first day and 22 percent of staff turnovers occur in the first 45 days of employment. These losses can add up, given estimates that losing an employee in the first year costs at least three times that employee's salary." Or that over 45% of HR estimates that more than $10,000 per year is wasted on faulty onboarding and over 41% of HR estimates that current on-the-job training content needs updating.
So, working under the premise that that every new employee should have a 100 Day Plan, what could that plan look like? And, what portion of that plan could be addressed via online training? How can you measure success against goals? Here are some thoughts to spark ideas of how you and your organization might get started in creating 100 Day Plans for everyone, and how and why to address portions of the overall plan through online training programs.
Every organization should partner with employees to create a personalized 100 Day Plan (or a 30-60-90 Day Plan, if you prefer) aligned with organizational goals, strategies, and measures.
In general, 100 Day Plans could include:
To make the list above more concrete, it could be packaged in the following form, as an example:
I should be clear here and restate:
Not all portions of the 100 Day Plan can (or should) be accomplished via online training, but probably more portions than you might initially think can be delivered via self-paced or blending learning programs that include online training.
For example: From the numbered list in the previous section, numbers 3, 4, 5, 6, 7, and 9 could potentially be addressed via online training and/or online training blended with other forms for communication.
Why would we want to consider online training as a vehicle for communicating these types of messages? Because communication via online training aids in:
Regarding measuring effectiveness and accountability through online training, first you must separate out the portions of the 100 Day Plan that you plan to address via online training. Then determine what reports you can create. Tie online training reports to bottom line business metrics. What relevant data can you provide that everyone in the organization (not just the L&D department) will want?
Here are some ideas:
Providing training is a large part of helping new hires become acclimated to their roles and the organization. Ensure that you use training when appropriate, and in a constructive manner, to gain results. And, measure those results by tying them to business metrics every time.
Every new employee, in conjunction with his or her manager, should create a 100 Day Plan. A large component of that plan (but not all of it) will necessarily include training. Think creatively about what the format of that training should be. What do your new hires need most? Live training? Online training? Face time? Social collaboration? One-to-one, one-to-many, many-to-many training? Something else? Chances are that your answer encompasses a blend of all these forms of learning. But, don’t just guess what’s best—prove success by having a plan, listing goals, and correlating learning to hard business metrics.
Do you believe every employee should have a 100 Day Plan? If so, what best practices have you found to create these plans, what portion involves training of some kind, and how do you drive accountability at all levels?
Gauri Reyes is a talent developer and learning leader with extensive experience in roles ranging from software management to managing the learning function in organizations. She is Principal Learning Strategist and CEO at Triple Point Advisors and Founder of the YOUth LEAD program. Follow her on Twitter, LinkedIn or Google+.